ABOUT THIS REPORT

The NEPAD Business Foundation’s 2015 integrated report provides an overview of the organisation’s operational, social, financial and environmental performance in a single report. Initiated in 2012, the report highlights outputs and the associated outcomes in a way that outlines the value proposition that the NBF delivers to members and stakeholders.

This integrated report allows the organisation to contextualise its risks and opportunities and how these influence its business strategy. The process was informed by and continues to be guided by principles of integrated reporting as set out in the International Integrated Reporting Committee’s discussion paper and the guidance offered in the framework discussion paper published by the Integrated Reporting Committee of South Africa.

This integrated report does not form part of any statutory reporting requirement. The integrated report is regarded by the NBF’s Board and staff as a reporting format that most appropriately reflects the continuing business of the NEPAD Business Foundation in a holistic manner.

This integrated approach serves to encourage members to develop reports that more succinctly reflect the output and outcomes of their businesses and are always cognisant of their own respective stakeholders.

The aim of our integrated approach to reporting is to enable members and other stakeholders – including donors, development agencies, governments, host communities, DFIs and NBF employees – to assess the contribution to society of the NBF’s work, as well as its long-term sustainability.

ScOPE

The report covers the period from 1 April 2014 to 31 March 2015, reflecting the NBF’s financial year. In this integrated report we present our strategy, structure and value addition processes, review material risks and opportunities and report on our performance.

ACRONYMS1MALC One Million African Leaders ConnectACGN African Corporate Governance NetworkAGM Annual General Meeting ALD African Leaders in DialogueARC Audit and Risk CommitteeACCA Association of Chartered Certified AccountantsAfri-ID Africa Infrastructure DeskAPPF Agriculture Project Preparation FacilityAU African UnionAVID Africa Investment and Integration DeskBAAX Business Action Against Xenophobia PlatformBoard Board of Directors of the NBFCAADP Comprehensive African Agriculture Development ProgrammeDWA South African Department of Water Affairs DWS Department of Water and SanitationEY Ernst & YoungFITC Financial Institution Training CentreICT Information and Communication TechnologyNBF NEPAD Business FoundationNEPAD New Partnership for Africa’s DevelopmentOPSCO Operations Committee PIDA NEPAD’s Programme for Infrastructure Development in AfricaPSC Project Steering CommitteeRtB Removing the Barriers in AgricultureSAADPP Southern African Agriculture Development Partnership PlatformSADC Southern African Development CommunitySC Steering Committee SWPN Strategic Water Partners Network – South AfricaTWG Thematic Working GroupPPP Public Private PartnershipsUSAID United States Agency for International DevelopmentWEF World Economic ForumWRG Water Resources Group

•Vision•Mission•AfricaFootprint•ProgrammeProgress•NBFTimeline

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•MeettheTeam•CountryOffices

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•TransformationMatrix•EmployeeDevelopment•CommunityDevelopment

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•FoundingMembers•PlatinumMembers•StrategicPartners•CorporateMembers•ProgrammeMembers

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P•SummaryStatementofFinancialPosition

•SummaryStatementofComprehensiveincome

•SummaryStatementofChangesinFunds

•Responsibilityforthesummaryfinancialstatements

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•PatronsandBoardofDirectors

•BusinessPrinciples•CorporateGovernanceStructure

•BoardStructureandCommittees

•InternalControlandRiskManagement

•OtherGovernance

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•NBF-DTIForums•Public-PrivateDialogueonInfrastructureProjects

•AfricanLeadersinDialogueDinner

•Nedbank-NBFNetworkingForums

•Publications

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•AfricaInvestmentandIntegrationDesk

•BusinessActionAgainstXenophobiaPlatform

•NBFEthiopiaOffice•NBFAgricultureDesk

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•RegionalIntegrationandInfrastructure

•AgricultureandFoodSecurity

•ClimateChangeandNaturalResourceManagement

•EconomicandCorporateGovernance

•HumanDevelopmentandCapacityBuilding

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•Patron-Dr.NkosanaMoyo•Chairman-StanleySubramoney•CEO-LynetteChen

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BACKGROUND

Toprovidecriticallinkagesbetweenpublicandprivatesectorwiththeintentionofacceleratingdevelopmentprojects,programmesandinitiativesfrominceptiontoimplementationfortheprosperityofAfrica.

TopromotesustainablesocialandeconomicdevelopmentinAfricathroughprivatesector-ledinitiativesthatpartnerwithgovernmentandotherstakeholders.

VISION

MISSION

TheNBFcontinuestoplayastrategicroleinthedevelopment,organisationandimplementationofprivatesector-ledandfundedprojects,programmesandinitiativesinAfrica.

PROGRAMME PROGRESS

TheNBFisapan-Africanorganisation,whichoperatesacrossthecontinentthroughvariousprivatesector-ledinitiatives,programmesandprojects.

Atpresent,theNBFhasfivecountryofficesinSouthAfrica,Mozambique,Zambia,MalawiandEthiopia.Theorganisationisactivein21countriesacrossthecontinentandisworkingtoincreaseitsAfricafootprint.

AFRICA FOOTPRINT

NBF Country Offices

NBF Projects and Programmes

Actively seeking opportunities

2015 2014

SeekingnewopportunitiesRedefiningtermsofreferenceRedefiningprojectparameters

Conveningpartners

IdentifyopportunitiesDesignprojects

Convenepartners

MobiliseresourcesAlignmentToNEPADobjectives

Outlinetermsofreference

ProjectimplementationOngoingprojectevaluation

Mitigatebarriers

ProjectexpansionIdentifyoptionsforscalingupOutlineoptionsforreplication

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Year4

Year5

Year3

Year3RtB ACGNAfri - IDSWPN

• NBFandNedbanklaunchtheNedbank-NBFNetworkingForum.• SWPNlaunchesfirstpublicationattheWorldEconomicForum.

profilingthepartnershipbetweentheSouthAfricanDepartmentofWaterandSanitation,WaterResourcesGroup,WorldEconomicForumandSouthAfricanprivatesector.

• NBF launches the Southern Africa Agriculture Development PartnershipPlatform(SAADPP).

• NBFandInstitutoSuperiorPolitécnicodeManica(agriculturaltrainingcollegeinManica)launchpremieresupplychainentrepreneurshipdevelopmentprogrammeinManica,Mozambique.

• NBFpartnerswiththeCenterforCreativeLeadership(CCL)tohosttheinauguralAfricanLeadershipDevelopmentForum.

• NBFsignsanMOUwiththeNEPADAgency.

BACKGROUND

NBF TIMELINE

• NEPADBusinessGroupisformedtosupporttheNewPartnershipforAfrica’sDevelopmentprogrammeattherequestofthepresidentsofAlgeria,Egypt,Nigeria,SenegalandSouthAfrica.

• NBFleadstrademissiontoEthiopia.• NBFsignsMOUwiththeAfricanUniontowardspromotingprivate

sectordevelopment,investment,andresourcemobilizationinAfrica.

• NBFhostsSAADPPregionalconference.• AfricanLeadersinDialoguedinnerhostsAuChair,

DrNkosazanaDlamini-Zuma,askeynotespeaker.

• NBF launches the Removing the Barriers in agriculture programme with partners Trans-Farm Africa through funding from the William andFloraHewlettFoundationandUSAID.

• GIBSandNBFimplementtheBusinessofAfricaExecutiveprogrammetoimpartleadershipeducationtoseniorandexecutivemanagersinthepublicandprivatesectorfromtenAfricancountries.

• NBFestablishedasthesecretariatfortheStrategicWaterPartnersNetwork-SouthAfrica.

• NBFcompletesresearchonharmonisingtradepolicyfortheAfricanDevelopmentBankinassociationwithSAIIA.

• NBFincorporatesRemovingtheBarriersinAgricultureprogrammeintotheNBFAgricultureDesk.

• NBFhostssecondPublicPrivateDialogueForumonInfrastructureProjects.

• NBFhostsinauguralSouthernAfricaBusinessForuminBotswana• NBFopensanofficeinAddisAbaba,Ethiopia.

• NBFlaunchesdistributionoftheNEPADYearbookatWEFAfrica.• NBFlaunchestheprivate-sectorledSAADPPinMozambique,

followedbyZambiaandMalawirespectively.• NBFlaunchestheAfricaInfrastructureDesk(Afri-ID)atthe

annualFoundingpartnersandPlatinummembers’luncheon.• TheAfricanCorporateGovernanceNetwork(ACGN)isofficially

launchedatapress-coveredeventinMauritius,precededbythefirstACGNExecutiveCommitteemeeting.

• NBFopensofficesinMalawiandZambia.• NBFhostsinauguralPublic-PrivateDialogueForumonInfrastructure

Projects.

• NBFregistersanofficeinMozambiqueandimplementsagriculturalinitiativeswhichassistruralwomenfarmerstoregisterland,improvemarketaccessforruralfarmersandprovideentrepreneurialeducation.

• NBFproducesfirstIntegratedReport.• StrategicWaterPartnersNetwork(SWPN)islaunched.

• NBFhostsinauguralNEPADAmbassadorsandExecutivesgaladinnerasannualplatformtoexchangeinformationbetweenNEPAD,publicandprivatesector.

• Wits Business School and NBF implement the African LeadershipProgrammeto impart leadershipeducation to seniorandexecutivemanagersinthepublicandprivatesector.

• NEPADBusinessFoundationisincorporatedasanon-profitcompanywiththefinancialsupportofFoundingmembersAngloAmerican,Eskom,MTN,OldMutualandTransnet.

• NBForganisesmembersinto16sectoralworkinggroupstofacilitateinformationexchange,introduceNEPADprogrammestoprivatesectorandincorporateprivatesectorperspectivesinNEPADprogrammes.

• NBFandNEPADAgencyjointlypublishandlaunchtheinauguralNEPADGuideatWEFAfrica.

• NBFlaunchestheAfricanLeadershipProgramme.

2004 - 2007

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2008 - 2009

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PRIORITISINGAFRICA’SSOCIAL COHESION AND

ECONOMIC INTEGRATION

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Africaremainsoneofthemostpromisinggrowthregionsoftheworldandhasacrucialroletoplayinshapingglobaleconomicdevelopment,internationalpoliticsandsocialadvancement.undertheNEPADinitiative,thecontinentismakingheadwayinaddressingdevelopmentalissuesrelatingtocriticalinfrastructure,agriculture,governance,resourcemanagementandthegeneralstandardofliving.

SOCIALCOHESION

Aswecontinueonourprogressivepath,wehavetofaceandtacklenewrealitieswhilstsimultaneouslycontinuingeffortstoreducetheeffectsofexistingchallenges.InApril2015,SouthAfricaexperiencedtheresurgenceofxenophobicviolence.Theseattacksdisplacedthousands,affectedbusinessoperationsbeyondtheSouthAfricanborderandplacedtensiononregionaldiplomaticrelations.ItisimportantforAfricatocondemnsuchactionsbutevenmoreimportantisunderstandingtherootcausesoftheviolence,andimplementinglong-termstrategiesthatminimisethepossibilityofre-occurrence.Suchstrategiesincludere-structuringnationaleconomiestoaddressthewideningincomegap,seekingwaystoincreasejobcreation,improvingaccesstoandthequalityofeducation,aswellasfosteringanAfricanidentity.

COMMENTARY

Dr Nkosana Moyo ECONOMICINTEGRATION

ThoughAfricaishometosomeofthefastestgrowingeconomies,thecontinentisstrugglingwithsustainingsocio-economicdevelopmentatcontinental,regionalandnationallevels.TheNEPADinitiativeandtherecentlylaunchedAfricanunion’sAfricaAgenda2063bothenvisionAfricaachievingcontinentaleconomicintegrationoverthenextcoupleofdecades.

AchievingthisgoalisnotsimplebecauseAfricaitselfisnotsimple.Wehave54Africancountriesthatvarygreatlyinlevelsofeconomicgrowthandinfrastructuredevelopment.Howthendoweaccomplishandrealiseadreamasbigascontinent-wideeconomicintegration?Theanswerliesinlearningfromthosewhohaverealisedthisgoal;thosewhotookpurposeful,practicalstepstointegrateeconomiesofcountriesthatwerenotnecessarilyatparintermsofeconomicdevelopmentandthat,werealsonotnecessarilyinaccordwitheachother.

AnexampleofsuccessfuleconomicintegrationistheAirbusprojectinEurope.France,GermanyandtheunitedKingdomhadtheabilitytoproducetheintegratedpassengeraircraftontheirown.Insteadofdoingso,thesecountriesdeliberatelydistributedthemanufacturingoftheaircraftpartsamongotherEuropeancountriessuchasBelgiumandSpain.Onobservation,oneofthereasonswhythisprojectsucceededisthatthecoalitioninitiallyplacedlessemphasisoneachcountry’scomparativeadvantage,butratherfocusedontheestablishmentofthenecessarydeliverymechanisms.Thecoalitionwentasfarascreatingspecificinter-countryinfrastructuretomovesub-assembliestoFrance,wherethefinalproductwasassembled.Thisexpandedthedeliverycapacityofindividualeconomiesandthecoalitionasawhole,resultinginsomepresent-daycomparativeadvantages.

TheAirbusprojectbearssomeconsiderationsthatarerelevanttotheAfricancontext,thefirstbeingthatpoliticsmatter.Foreconomicintegrationtohappen,equalattentionmustbegiventobotheconomicfactorsandpoliticalwill,becausegovernmentsmakethedecisionsthatdrivecommerce.Toillustrate,letususethemanufacturingoftrainlocomotivesinrelationtoSouthAfricaanditsneighboursasanexampleofpossibleintegration.SouthAfricahasbeendescribedasasecondworldcountrylivinginathirdworldneighbourhood.IfamoreeconomicallyadvancedcountrylikeSouthAfricaweretoconsideritsneighboursasmorethanjustmeremarketsforitsproducts,butaspartnersforgrowth,whatwouldhappen?

NBF Patron

involvedinthemanufacturingofacomponentforaregionalproject,itwillreducetheneedformigrationinsearchofjobsanditwillbeofgreaterbenefitforcountriestohavefunctioningbordersthatallowthemovementofcomponents;revolutionisingintra-Africatrade.Theseareamerefractionofthepossibilitiesandbenefitsofintegration.Thisishowweneedtothinkifwearetoconquerregionalandglobalmarkets.

IbelievethatsuccessfuleconomicintegrationinAfricaispossible.Itwill,ofcourse,meanthatourgovernmentswillneedtobecomemoreaccountabletothepeopletheyrepresentandthatweneedtobecomemorepurposefulinourvisionofpoliticsandinter-countryrelations.

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COMMENTARY

PerhapsSouthAfricawouldprioritiseseekingopportunities,amongitsneighbours,todiversifyparticipationineconomicactivitiessuchasthemanufactureoftrainlocomotives.Theoutcomemightbethatconversationsondevelopmentinsub-SaharanAfricawoulddrasticallychange,particularlyintheSADCregion.CountriesincloseproximitysuchasSouthAfricaandZimbabwecanpositivelyornegativelyaffecteachother’seconomicgrowth.Thinkforamoment,onwhatpurposefuljointparticipationineconomiceffortscoulddofortheSADCregion.

ToaccomplishsuchafeataseconomicintegrationinAfrica,thereareafewrecommendationsIwouldmake.Firstly,dividendsforeachparticipatingcountrymustbeclearlyoutlinedupfront.Secondly,theremustbeawillingnessbyallparticipantstocreatemutualbenefitbyagreeingtoshareboththebenefitsandvulnerabilitiesoftheundertaking.Finallyandmostimportantly,affluentcountriesmustbewillingtobecomechampionsofsuchinitiatives.ThiswillchangethepaceofAfrica’sgrowthanddevelopment,movingusawayfromthestatusquothatallowstheworseoffcountriestodeterminethespeedofourprogress.

Ifthecountriesthataredoingbettercontinuetorefusebeingyokedwiththosethatarenotdoingsowell,theresultiscontinentalstagnation.Ifeachcountrywas

A NEW AFRICA GLOBAL PERSPECTIVE

IncreaselocalbeneficiationfromAfrica’sresources

Developsmarttrade,investmentanddevelopmentpartnerships

Negotiatetermswiththeinternationalcommunityfromapositionofcommand

LearnfromsuccessfuleconomiesanddesignAfricarelevantsolutionstolocalchallenges

Increasepeer-learningandsharingbestpracticesamongAfricancountries

Fosteranenvironmentforsuccessfulpublic-privatepartnerships

Ourcontinenthas

ayouthfulpopulation.Weshouldberunningandgrowingasyoungpeople

do.

COMMENTARY

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THEROLEOFAFRICANCITIZENS

Africabelongstoallwholiveinit.Thepeopleofthiscontinenthavemoreincommonwitheachotherthanmostclustersofcountriesaroundtheworld.Ourhistory,cultures,religionsandevenlanguagesareintertwinedandsoisourvisionforabettercontinentaboundingwithopportunities.AsweworktoachieveseamlessinfrastructureforAfrica,whichwillincreasethemovementofgoodsandpeople,itisineveryAfricancitizen’sbestinteresttodevelopandnurtureanAfricaidentity.WecannotandmustnotrepeattheviolenceagainstforeignnationalsthatwaswitnessedinSouthAfricain2008andinAprilof2015.

ThisiswhybetweenMayandJune2015,theNBFralliedprivatesectortodeveloptheBusinessActionAgainstXenophobia(BAAX)Platform.Theplatformisamulti-stakeholdercoordinatingbodythatiscreatinglinkagesbetweenactivitiesofvariouskeypartnersandparticipantsworkingondifferentinitiativestoaddressthemediumandlong-termrootcausesofxenophobiainSouthAfricaandthecontinentasawhole.

AsAfricans,weshouldneverlosesightofourobjectivesandthepaththatwillleadtosuccess.CollectiveeffortsingrowingoureconomiesandestablishingregionalmarketsishowAfricawillreducepovertyandimprovetheaveragestandardoflivingforthecontinent.ThiswillmeananincreaseinthemovementandplacementofgoodsandpeopleacrossAfrica,whichwilldemandaheightenedtoleranceofeachotherasweworktogethertowardscommonprosperity.Aswestoodinunisonagainstcolonialism,weshouldnowstandforacceleratedgrowthanddevelopmentforthebettermentofall.

HIGH-LEVELOVERVIEW

AstheChairmanoftheNBF,Iamextremelyproudtobeassociatedwiththesuccessestheorganisationhasmadeinthe2014to2015fiscalyear.Inthisperiod,theNBFNEPADprogrammeshavegrownasourinfrastructure,agriculture,governanceandcapacity-buildingprojectshaveexpandedintheirscopeandfocusontheContinent.OurAfricafootprintalsocontinuedtogrowwiththeopeningofanNBFEthiopiaofficein2015.Wenoweffec-tivelyhavefivecountryofficesinAfrica.

InNovember2014,wesignedaMemorandumofunderstanding(Mou)withtheAfricanunionwiththepurposeofincreasingtheopportunitiesforsynergybetweenourprivatesector-ledinterventionsandtheactivitiesofthecontinentalbody.TheMouwiththeAfricanunionisalsoalignedtotheexistingrelationshipbetweentheNBFandtheNEPADAgencyandwiththeseagreementsinplace,weenvisiontheopeningupofnewavenuesthatwillincreasethevoiceoftheprivatesectorindiscussionsatanAuandseniorgovernmentlevel.NBFplatforms,whichincludeourpublic-privatedialoguesessions,networkingforums,informationseminarsandpublicationshavebecomemoreestablishedandarenowrecognisedbrandswhichcontinuetoprovideactionableintelligencerelatingtotheprogressoftheNEPADinitiative.

THE EVOLUTION OF THE NBF AND EXPANSION OF OUR CONTINENTAL FOOTPRINT

Stanley Subramoney

IbelieveinAfrica,Ibelieveinitspotentialforgrowthandintheabilityofitspeopletoshapetheir

owndestiny.

NBF Chairman

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COMMENTARY

NBF’SAFRICAFOOTPRINT

Inthepastthreeyears,theNBFhasgonefromhav-ingtwocountryofficesandonecountryofprogrammeoperationsinSouthAfrica,MozambiqueandTanzaniatohavingfivecountryandrepresentativeofficesandprogrammeoperationsin21Africancountries.Thatisamazing!

Butasallthingsrelatedtogrowing,theNBFwillnowneedtotakeintoconsiderationitsmembershipdistribution,financialsupportofofficeoperations,aswellasthepan-AfricanrepresentationofourBoard.OurvisionistohaveprivatesectormembersfromeachAfricancountry,tohaveourcountryofficesself-reliantandtohaveapan-Africanboardby2017.IbelievewecanachievethisandIbelievethatthisisthenextlogicalstepintheevolutionprocessoftheorganisation.

THANKYOuNOTE

IwouldliketocredittheresultsofthisfiscalyeartotheNBFBoardandstaff.undertheguidanceoftheNBFBoardtogetherwiththehardworkanddedicationoftheNBFstaff,wehavecontinuedtoremainrelevantinthedevelopmentspace.IcommendtheNBFteamforthefantasticresultsandurgethemtokeepupthegreatwork.

Iwouldliketothankourcorporatemembers,programmesupportersandstrategicpartnerswhoincludetheAfricanunionandtheNEPADAgency,forworkingwithusinthepreviousyearandIsincerelyhopethatourrelationshipwiththisgroupoforganisationswillcarryoninto2015andbeyond.Itisthroughtheirfinancial,technicalandadvisorysupport,aswellastheirconfidenceinus,thatwehaveachievedsomuchinsuchashortspaceoftime.

EVOLuTIONOFTHENBFBuSINESSMODEL

Theenvironmentweoperateinisconstantlychanging.Assuchandinabidtoadapt,theNBFiscontinuouslyundergoingatransformationprocess.AsamembershipbasedandprivatelyfundedNPCpromotingtheNEPADinitiativebyrallyingprivatesectorsupporttodevelopAfrica,financialsustainabilityremainscrucialfortheNBF.Increasingpressureonmajoreconomiesaroundtheworld,coupledwithslowglobaleconomicgrowth,isforcingdevelopmentalorganisationstoseeknewrevenuestreamsinordertosurvive.

ThoughtheNBFstillmaintainsastrongprivatesectormembershipbase,wearenowworkingtowardamulti-revenuestreammodel,whichwillnotonlysupportNBFprogrammesandprojectsbutalsoNBFoperations.WithourheadofficebasedinSouthAfrica,mostofourcorporatemembershavebeenpredominantlymulti-nationalSouthAfricanentities.Thisweintendtochangethroughourrevisedcorporatestrategy.

ThefirstchangethattheNBFismaking,isthatstartinginthe2015/16fiscalyear,wewillbepursuingacontinentalmembershiprecruitmentstrategythatwillgiveusamorepan-Africanprivatesectorrepresentation.

AnotherchangeisthattheNBFwillnowbeprovidingopportunitiestomembersandotherstakeholderstosponsorourestablishedandbrandedplatforms.TheseplatformswillincludetheannualAfricanLeadersinDialoguedinnerwhichin2014hostedover50AfricanandG20AmbassadorsandHighCommissioners;theannualPublicPrivateDialogueForumonInfrastructureProjects;andourannualSouthernAfricaBusinessForum.

TheNBFwillnowpayequalfocusonachievingtheNEPADthematicobjectivesthroughprivatessectorledinterventionsaswellaslongtermfundingandsupportwhendevelopinganddesigningnewprogrammesandprojects.ThiswillentailbeingdynamicinourapproachtoNEPADinterventionsandbeingmoreinnovativeinthewaywestructureprivatesectorparticipationinNBFinitiatives.AswedonotwanttoburdenprivatesectorpartnerswithsupportingNBFoperatingcosts,wehaveinstitutedavalueexchangemodelinhowourprogrammesoperateandthevalueourpartnersreceive.

COMMENTARY

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EXPERIENCING ACCELERATED GROWTH AND

TRANSFORMATION BEYOND 2015

Astheworld’syoungestcontinent,Itrustthatwewillcontinuetoexperiencefast-pacedgrowthinmostofoureconomiesforthenextdecadeormore.Weareontargettopossessthelargestlabourforceintheworldby2065anditiscriticalthatweprioritiseequippingtheyouthwithskillsthatoureconomieswillrequireduringAfrica’sindustrialisation.Equallyimportant,shouldbeourfocusonSMEdevelopmentthroughgovernmentpoliciesgearedtosupportindigenousenterprisesinbecominggloballycompetitiveaswellasinclusivebusinesspracticesbylargecorporations.AfricanSME’shavethepotentialtodecreaseunemploymentbycreatingnewjobsandiffostered,canbecomepillarsofsteadyGDPgrowthinAfricafortheforeseeablefuture.

TheglobaleconomyisstillunderpressureandwithChina’sgrowthstartingtoslow,Africa’sgrowthmaybeimpactedbythedeclineinexportrevenueasmostofourmajortradepartnerscutonspending.Sucheconomicrealitiesreinforcetheimportanceofaself-sufficientandinsulatedcontinentaleconomybuiltonintra-Africantrade.ThiswillmeanincreasinglocaleffortstoactivelyimplementtheNEPADprogrammestoachievetheAfricanunion’sAgenda2063visionofinfrastructuredevelopmentandregionalintegrationforaprosperouscontinent.WhatAfricaneedstodotoday,istofocusonhome-grownsolutionstodrivethegrowthmomentumbymobilisinglocalresourcestospearheaddevelopmentactivityacrossthecontinent.

LynetteChen THE2014–2015FISCALYEAR

TheNBFremainsadynamicfacilitatorofpublicprivatedialogueandpartnershipsinAfricaandoneofthepremiumpan-Africanchambersofbusinessfordevelopmentonthecontinent.Ourabilitytodevelopprivatesector-led,NEPAD-related,socio-economicprogrammesanddesignprojectsthatprovidecompanieswithrealbusinessopportunitiesinAfrica,remainsoneofourmajorassets.WestronglybelievethatAfrica’sacceleratedgrowthcanonlybeachievedwhenAfricansresourceandtakefullownershipofinitiativesgearedtowardscontinentaldevelopment.ThiswillrequireourpublicandprivatesectorstoworktogethertobuildstrongerrelationshipswitheachotherastheycollaboratetoimplementAfrican-relevantinterventions.

MajorachievementsoftheNBFoverthe2014–2015fiscalyearincludethesigningofanMouwiththeAfricanunionCommission(AuC)inDecember2014.ThisstrategicpartnershipwiththeAuC’sEconomicAffairsandPrivateSectorDevelopmentunit,willfurthersolidifyourpositionwiththecontinentalbodyandwillenableustoprovidetheprivatesector’sperspectiveandcontributiontocontinentalpolicyanddiscussionsonenhancingtradeandinvestmentinAfrica.Whatthismeansforbusinessisthatweareontracktoincreasetheprivatesector’svoicerelatedtoissuesonthedevelopmentofAfrica,whichincludeshavingtheplatformtocontributetodeliberationsatthehighestlevelsofAfricangovernment.

RelatedtotheimportanceoftheMouwiththeAuC,theNBFlaunchedacountryofficeinAddisAbaba,Ethiopia.VariousfactorsweretakenintoaccountintheestablishmentofourflagshipofficeinEastAfrica.Firstly,werequiredacountrythatcouldactasourbaseofoperationstocoordinateourEastAfricaactivities.Secondly,weconsideredacountrythatourprivatesectormembershadidentifiedasalucrativeinvestmentdestinationduetoitsmarketpotentialandhigheconomicgrowthrate.ThesefactorsmadeEthiopiaourtopchoiceduetothecountry’simpressivegrowthratesince2005andthefactthatduringtheglobaldownturn,itwastheonlyAfricancountrythatmatchedChina’sdouble-digitgrowthmainlyduetoitspro-businesspolicies.Finally,theAfricanunionofficeslocatedinEthiopiawouldallowforclosercollaborationinexecutingthemandateofourMou.

HighlightsofthisperiodalsoincludethesuccessesoftheNBFplatforms.Ourfourth“AfricanLeadersinDialogue”(ALD)dinnerhostedtheesteemedkeynotespeaker,

NBF CEO

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COMMENTARY

ChairoftheAfricanunionCommission,Dr.NkosazanaDlamini-Zuma,whowassupportedbyapan-Africanpanelofhighlevelspeakersfromthefinance,youth,climatechangeandcapacitybuildingsectors.Also,thisALDdinnermarkedanincreaseinattendancecateringfor300delegateswhichincludedover50AfricanandG20AmbassadorsandHighCommissioners.WealsocontinuedwithourquarterlyNedbank-NBFNetworkingforumsandinthisreportingperiodwehostedHisExcellency,PatrickGaspard,theu.S.AmbassadortoSouthAfricaandMr.ScottEisner,theVicePresidentofAfricanAffairsandInternationalOperationsfortheuSChamberofCommerceinWashingtonD.C.;HisExcel-lency,MuyebaS.Chikonde,theHighCommissioneroftheRepublicofZambia;andMr.IsaacMatshego,oneofNedbank’sleadeconomists.

TheNBFisalsoplanningonbuildingrelationshipswithregionalbodiesandinAugust2015,wewillbeholdingourinauguralannualSouthernAfricaBusinessForum,whichwillbehostedonthemarginsofthe36thHeadsofStateSummitoftheSouthernAfricaDevelopmentCommunity(SADC)inBotswana.ThisforumwillbesupportedbytheSADCSecretariatandhostedinpartnershipwiththeBusinessCouncilofSouthernAfrica(BCSA)andtheBotswanaChamberofCommerce,IndustryandManpower(BOCCIM).TheNBFenvisionsthisforumbecomingtheprimarySADCplatformforprivatesectortodeliberateanddeveloprecommendationsthatwillbetabledtoregionalgovernmentsatfutureHeadsofStateSummitsandMinisterialmeetings.DevelopingthisforumwillenhanceourstrategicalignmenttotheSADCSecretariatanditskeymandateinimplementingtheRegionalIndicativeStrategicDevelopmentPlan(RISDP).

NBFPROGRAMMES

Inthisfiscalyear,theNBFhasbuiltontheprogressofthe2013-2014periodandastheChiefExecutiveOfficer,Iamproudofouraccomplishmentstodate.OurNEPADthemedprogrammebrandsarethedeliverymechanismforourprivatesector-ledinterventionsinagriculture,infrastructure,naturalresourcemanagement,governanceandcapacitybuilding.

TheNBF’sAfricaInfrastructureDesk(Afri-ID)hascontinuedtogrowfromstrengthtostrengthinthedeliveryofitsactivitiestowardstheachievementofitsstrategicobjectivestounblockbarrierstoimplementationofcrossborderinfrastructureprojectsalongtheNorth-SouthCorridor.ThecontinuedsupportofourkeyfundingpartnerssuchasTransnet,Grindrod,

T-Systems,MottMacDonaldandLetsemaConsulting,istestamenttothisandourteamlooksforwardtotheimplementationofprojectsthatwillenhanceefficiencyandmovementofgoodsandservicesacrosstheregion.InMarch2015,theAfri-IDhosteditssecondPublicPrivateDialogueonInfrastructureProjectswhereSADC’sinfrastructureprojectowners,partners,technicalexpertsandfinanciersmettodiscussspecificinfrastructureprojectsandtodevelopnewpartnerships.Thetwo-dayforumfeaturedover60speakersandpresenterswhoprovidedupdatesandinsightsonvariousprojectsintheregion.

TheStrategicWaterPartnersNetwork(SWPN)continuestosetthebenchmarkofgoodpracticeinPublic-Privatepartnerships,asaleadingPPPbetweentheDepartmentofWaterandSanitation,WaterResourcesGroup2030(WRG)andlargewaterconsumersintheprivatesectortogetherwithotherrelevantmembersofcivilsocietyandthedonorcommunity.TheSWPNhasshowngreattractioninthedeliveryofkeyprojectsunderitsworkinggroupstowardsaddressingwatergapchallengesinSouthAfrica,anexampleofwhichisthe‘NoDrop’projectthathasbeenincorporatedintolegislationtoaddresstheissueofwaterleakagereductioninmunicipalities.

TheAfricanCorporateGovernanceNetwork(ACGN)hasoverthepastyear,increaseditsfootprintacrossthecontinentthroughtheadditionof6newmembersand3affiliatemembers,bringingthetotalto17countries.InstitutionalcapacitybuildinghasbeenthemainareaoffocuswithtwoseparatetrainingworkshopsthatwereheldinassociationwiththeIFC.Inaddition,3ACGNmeetingswereheldinTanzania,ZambiaandNigeriaoverthepastyear.AlthoughtheACGNhasbeensupportedfinanciallythroughsponsorshipofindividualmeetings,itcontinuestoengagepotentialfundersforfinancialsupportforthefundingofitsSecretariatfunctionattheNBF.

2015markedtheendofgrantfundingprovidedbyuSAIDforthe“RemovingtheBarriers”inagriculture(RtB)programme.WithsuccessfulpilotprojectsimplementedinMozambiqueandthelaunchoftheSouthernAfricaAgricultureDevelopmentPartnershipPlatform(SAADPP)inMozambique,ZambiaandMalawi,theNBFwillbetransformingtheprogrammeintoaprivatesectorfundedAgricultureDeskwhichwillconsolidatetheRtBandSAADPPinitiativesandreplicatepilotprojectswithintheSADCregion.

TheNBFisalwayslookingtoremainrelevanttoAfrica’sdevelopmentandthatincludesconstantdevelopmentof

AlthoughthetraditionalmembershipbaseoftheNBFhasdeclined,ourfocussedresponsetoworkingtogetherwiththeprivatesectorthroughtheimplementationoftargetedprogrammeshasgrown.Itisthroughthesupportandfundingofourprogrammesthathaveallowedoursurplusfortheyeartoremainstableandforourfundsandreservestoincrease.TheNBFiscontinuouslyassessingtheneedsofourmembersandstakeholdersinordertorespondtotheirbusinessanddevelopmentalrequirements,therebyensuringtheNBF’ssustainability.lrequirements,therebyensuringtheNBF’ssustainability.

Surplusaccumulatedfundshavebeenplacedinaninvestmentaccounttoattractabetterinterestratetoensuremaximumbenefitofthefunds.TheNBFhasagainthisyear,madeasmallsurplusofR235449fortheyear,whichisinlinewithtargetedresults.

BEYOND2015

Beyond2015,theNBFenvisionscontinuedgrowthwiththeexpansionofourAfricafootprintbylaunchingmorecountryoffices.Ourplanistoincreasethereachandscopeofoursuccessfulinterventionsthroughreplicationinothercountriesacrossthecontinent.Ibelievethatthroughthesupportofourmembers,partnersandstakeholders,wewillbeabletoachievethisobjective.Onafinalnote,IwouldliketocommendtheNBFboardofdirectorsfortheirvisionanddirectiontotheorganisationandthanktheNBFstafffortheirhardworkandcommitmentinachievingtheNBFvision.TheresultsachievedoverthepastyearhavedemonstratedthattheNBFisauniqueorganisationthatiswellplacedtogobeyonddialogueandtoimplementcomplexcrossborderprojectsforAfrica’sdevelopmentandprosperity.

“Neverdoubtthatasmallgroupofthoughtful,committedcitizenscanchangetheworld.Indeed,itistheonlythingthateverhas.”―MargaretMead

innovativeinitiativesthatprovidesolutionstothecontinent’schallenges.WhilsttheAfri-IDisfocusedonremovingbarriersandpreparingprojectsattheearlystageofdevelopment,theNBFhaslaunchedanewprogrammecalledtheAfricaInvestmentandIntegrationDesk(AVID),whichwillmobilisethefinanceandinvestmentcommunitytoprovidefinancialsolutionsforAfricanopportunities.TheExportCreditInsuranceCorporationofSouthAfrica(ECIC)hasprovidedinitialfundingtokick-starttheprogrammeandthedeskisactivelyworkingtosecurefurtherfundingfromtheprivatesector.

Also,inthewakeofthexenophobiaviolencethatSouthAfricawitnessedinApril2015,theNBFlaunchedthe“BusinessActionAgainstXenophobia”platform(BAAX).TheBAAXplatformaimstoengagebusinessestodevelopamediumtolongtermactionplantoaddresstherootcausesofxenophobiainSouthAfrica.TheplatformhasalreadysetupworkinggroupsandtaskteamsthataredesigningandimplementingprojectsandinitiativestoaddresstheidentifiedcausesoftherecentattacksinSouthAfricaandwillbepresentingitsprogressonanannualbasistostakeholders.

GROWTHANDTHEABILITYTOADAPT

Thefastpacedanddynamicchangesintheeconomyanditsimpactontheprivatesectorhavemeantthattraditionalformsof“membership”ofbusinessassociationshashadtoevolveandchangetoo.Overthepasttwoyears,theNBFhassteadilyandconsciouslybeenimplementingitsfinancialsustainabilityplanthataimstoensureourlongtermsustainabilitybyadaptingtheorganisationtoserviceourmember’sneedsintheirquestforexpansioninAfrica.However,thecriticalunderlyingprincipleremainsinallofourprogrammes–theNBFensuresthatbusinessinvestmentalwaystakesintoaccount“businessfordevelopment”.Whilsttheprivatesectoristheengineforeconomicgrowthofthecontinent,weneedtoensurethatsuchin-vestmentsmustincludeinnovativepartnershipswiththegovernmentandcommunitiesthattranslatesintotruelocaleconomicdevelopmentandgrowth.

ThisistheonlywaytoensurethatAfrica’swealthofresourcesresultsinsecuringAfrica’sprosperityinthefuture.

FINANCIALREVIEW

COMMENTARY

2012

2015201420132012

201520142013

1000000>

4000000>

200000>

300000>

3000000>

2000000>

100000>

(ZAR

)(ZAR

)

SURPLUS FOR THE YEAR

FUNDS AND RESERVES

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N D A PE

AgricultureandFood

Security

HumanDevelopment

andCapacityBuilding

RegionalIntegration

andInfrastructure

ClimateChangeand

NaturalResourceManagement

Economicand

CorporateGovernance

GET TO KNOW OUR

PROGRAMME BRANDS...

UNDERSTAND THE

WORKWEDO...

BECOME A PARTNER

TO THE NEPAD INITIATIVE

D

NEPAD THEMES

REGIONAL INTEGRATION AND INFRASTRUCTURE

ToseeanAfricancontinentthatisenabledbyhighqualityinfrastructurethatpromotesregionalintegration,intra-Africaandinternationaltradeanddevelopment.

ToacceleratethedevelopmentofinvestmentandcommercialinfrastructureopportunitiesacrosstheAfricancontinentthroughprivatesectorengagement.

AFRI-ID VISION

AFRI-ID MISSION

TheAfri-IDiscurrentlyimplementingfiveportandrailinfrastructureprojectsintheSouthernAfricaregion.

underthemandateofthemembersofthedesk,theAfri-ID,isalsoactivelylookingfornewopportunitiesinotherAfricancountriesandwillbewideningthescopeofitsprojectfocustoincludeenergy,road,water,ICT,pipelineandairportinfrastructure

AFRI-ID AFRICA FOOTPRINT

Afri-ID Current projects

Actively seeking opportunities

undertheNEPAD’sthemeofregionalintegrationandinfrastructure,theProgrammeforInfrastructureDevelopmentinAfrica(PIDA),wasdevelopedtocoordinategovernmentsinimplementingpriorityinfrastructureprojectsacrossAfrica.

TheNBFdevelopedtheAfricaInfrastructureDesk(Afri-ID)tosupporttheeffortsofPIDAbycoordinatingtheprivatesectorandmobilisingtheirresourcestoimplementinfrastructureprojectsthatpresentcommercialopportunitiesformembersofthedesk.

TheAfri-IDisthereforeamulti-stakeholderplatformbringingtogethertheprivateandpublicsectors,multilateralfinance/developmentagenciesandotherstakeholderswiththecommonpurposeofacceleratingregionalinfrastructuredevelopmentinAfrica.

AsaneutralNEPADAgencyandAfricanunionmandatedbody,theNEPADBusinessFoundationbridgesthegapbetweenthepublicandprivatesectorbyfacilitatingdialoguebetweenpublicinstitutionsandprivatebusinessestodevelopopportunitiesthathavepoliticalsupport.

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AFRI-ID TIMELINE

PROJECT PROGRESS AND UPDATE

CENTRAL RAIL LINE:FocusonrevitalisationoftheTanzaniarailnetworkandtherevivalofthecentralcorridorthroughincreasedprivatesectorinvolvementandincreasedrail-portlinkages.

REGIONAL ROLLING STOCK LEASING POOL:Focusontheestablishmentofashort-termregionalrollingstockleasingpooltoincreasetheamountandmovementofrailcargointheregion.

NSC RAIL INFRASTRUCTURE MASTER PLAN:FocusontherevitalisationoftheTanzaniarailnetwork.AstudywillbeconductedtobeusedasablueprinttogrowthefreightvolumeshauledontheNorth-SouthCorridor(NSC)andtoultimatelyreducethecostoftransportationintheregion.

DAR ES SALAAM PORT:FocusontherevitalisationoftheDaresSalaamportinordertoincreasecapacityfrom12.1to18.0metrictonneperannumby2015and28.0metrictonneperannumby2018.

MTWARA PORT:FocusonthedevelopmentoftheTanzaniaMtwaraportandEDZinordertoincreasecapacityfrom0.4to28.0metrictonneperannumby2030.

• Providedsupporttocontractingauthoritiestopackageprojectsintovariousbankabletranches.• Assistedwithareviewoffeasibilitystudiestoensureattractivenesstotheprivatesector

(bankability,viability,institutionalset-upetc).• Providedprivatesectorfeedbackforthesolutiondesignwhichwillenablesuccessful

implementationoftheprojects.

• CompletedadetailedmarketdemandanalysisforTanzaniaandZambia.• CompletedagapanalysisontheshortfallinlocomotivesupplyforTanzaniaRail.• Activelypromotedtherollingstockleasingpoolintheregion.• Championedprojectpreparationandstructuredapotentialpilottransactionfortheleasingpool.

• Facilitatedthecooperationandjointplanningof4nationalrailoperators.• ProcurementofaNSCRailPlanningandInvestmentstudy.• Championedprojectpreparationandfacilitatedfinancingofthestudy.• Engagedrelevantministriesoffinance,transport,PPPunits,andtradeandfacilitationagenciesto

ensurerequisitebuy-inforprojectimplementation.

• ProvidedprivatesectorfeedbackforvariousRequestsforProposal(includingrevitalisationofBerths1-7,andBerths13-14)whichwillenablesuccessfulimplementationoftheprojects.

• Assessedlocaleconomicdevelopmentrequirementsaimedatsupportingtargetedinfrastructureprojects,includinglegalprovisions.

• Engagedrelevantministriesoffinance,transport,PPPunits,andtradeandfacilitationagenciestoensurerequisitebuy-inforprojectimplementation.

• Assistedwiththereviewofprocurementandfeasibilitystudiestoensureattractivenesstotheprivatesector(bankability,viability,institutionalset-upetc).

• ProvidedprivatesectorfeedbackforthedevelopmentofBerths1-4RequestforProposalwhichwillenablesuccessfulimplementationoftheproject.

• AssistedtheDBSAinthereviewofadequacyofafeasibilitystudyfortheport.• Engagedrelevantministriesoffinance,transport,PPPunits,andtradeandfacilitationagenciesto

ensurerequisitebuy-inforprojectimplementation.

JUNE• TransnetSOCandNBF

launchtheAfri-ID

MARCH• Afri-IDandSADC-

PPPNetworkhostsecondPPDForum

FEBRUARY• Afri-IDbeginsportand

railprojectsinZambiaandTanzania

OCTOBER• Afri-IDandSADC-PPP

NetworkhostinauguralPPDForum

AUGUST• Afri-IDhostsinaugural

informationsession

JULY• Afri-IDparticipatesin

InfrastructureAfricaConference

NOVEMBER• Afri-IDissuestendernotice

andinvitationtotenderonNSCStudy

AUGUST• Afri-IDshowcasedat

DakarFinancingSummitinSenegal

2013 20132013 2013

2014 20142014 2015

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NEPAD THEMES

AGRICULTURE AND FOOD SECURITY

ToensurefoodsecurityforAfricabyreducingpovertyandhungerandachievesustainableeconomicgrowthinAfricathoughprivatesector-ledinterventions.

Toleverageprivatesectorskillsandfinancefordevelopmentinagriculturetoimprovesmallholderfarmerincomeandintegratingthemintoadynamic,internationallycompetitiveagriculturesector.

RtB VISION

RtB MISSION

TheRtBhasimplementedpilotprojectsandinterventionsinMozambique,Tanzania,ZambiaandMalawiandislookingtoscale-upinthesub-Sahararegion.Withmostoftheprojectssuccessfullycompleted,theNBFisseekingopportunitiestoreplicateitsinterventionthroughouttheSouthernAfricaregion.

RtB AFRICA FOOTPRINT

RtB Current projectsActively seeking opportunities

Africanagricultureemploysover50%oftheAfricanpopulationandatleast80%oftheruralpopulation.WithfoodsecurityandsustainablelivelihoodsstillapriorityinAfrica,theAudevelopedtheComprehensiveAfricaAgricultureDevelopmentProgramme(CAADP)withtheaimtoeliminatehungerandreducepovertythroughagriculture.

InsupportofCAADP,theNEPADBusinessFoundationdevelopedtheRemoving the Barriers in Agriculture(RtB)programmewiththeaimtoadvancethespreadofsustainableandequitablecom-mercialagriculturealongSouthernAfrica’sdevelopmentcorridors.Theintentionwastomeasurablyimprovetheperformance,competitivenessandincomeofruralandsmallholderfarmersbyintegratingthemintocommercialpartnershipsthatarepartofadynamicandinternationallycompetitivefoodeconomy.

Inordertofosterthedevelopmentofaconcertedbusinessvoiceintopolicydebates,theRtBprogrammeestablishedtheSouthern Africa Agriculture Development Partnership Platform (SAADPP)asanimplementationvehicleforRtBactivitieswithintheSADCregion.

Primarily,RtBsolutionsaretailoredtopromotecollaboration,co-operation,co-ordinationandcommunicationbetweenprivate,publicanddevelopmentroleplayers.ThisprogrammeisstructuredtodevelopmethodologiesfortheimplementationofprojectsthataddresschallengesidentifiedinvariousstudiesonagriculturevaluechainsinSouthernAfrica.

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RTB TIMELINE

PROJECT PROGRESS AND UPDATE

MTANGA POTATO SEED:FocusonremovingregulatorybarriersinTanzaniainordertoallowtheregistrationofpotatoseedvarietiesfromotherregionsofthecountryandSouthernAfrica.

• ProjectcompletedandsuccessfulastheTanzaniagovernmentacceptedNBF’sargumentonthebasisoftheEastAfricanCommunity(EAC)regulationsthatpermitseedvarietytrialdatafromoneEACcountrytobeacceptedbyanother.Thisresultedinthefirstregulatorychangeinthecountryrelatingtolawsonseedvarietiesin30years.

FDC RURAL WOMEN DEVELOPMENT:FocusonruralwomendevelopmentthroughmentorshipandassistanceinacquiringmicrofinanceonthebasisoftheissuingofDuAT(rightofusofland)titlesbygovernment.

• Phase1oftheprojectwascompletedasnineruralwomenfarmersintheManicaprovinceofMozambiquereceivedDuAT’s.NBFislookingintothepossibilityofaccessingmicro-financetomechaniseruralfarmingonthebasisofusingDuAT’sascollateral.

CEPAGRI INFORMATION DESK:FocusonthedevelopmentoftechnicalskillsandthetechnologicalupgradingoftheCentrodePromoçãodaAgricultura(CEPAGRI)AgriculturalDevelopmentAgencyInformationandHelpDeskinMozambique.

• Acquisitionofcomputerhardwareandthedevelopmentofsoftwarewithamethodologyforgatheringandcapturingdatathatcanbeusedbylocalandinternationalinvestors.

• Projectcompletedandscaling-upoptionsarebeingconsideredforthesouthernAfricaregion.

ISPM AGRICULTURE SUPPLY CHAIN

Focusonthedevelopmentofanagricultureentre-preneurshipcurriculumforimplementationattheInstitutoSuperiorPolitécnicodeManica(AgriculturalCollegeintheManicaprovinceofMozambique).

• Pilotprojectwascompletedwithfirstintakeofstudentsunderthisprogrammesettograduatein2016.

• PreparationforreplicationinotherareasinMozambiqueandadoptioninotherAfricancountriesareunderway.

ANGONIA SOYA BEAN PRODUCTION:FocusonthemechanisationofruralagriculturefarmingthroughtheprocurementofanimaltractionfarmingequipmentandassociatedtrainingrequiredbytheAngoniaFarmersAssociationinMozambique.

• FundingsecuredfromtheuNDP,GIZandprivatesector.• FarmingequipmentprocuredanddeliveredtotheAngoniaregioninMozambique.• Farmerstrainedintheeffectiveuseofanimaltractionequipmentandfarmingtechniques.• Farmersimpactedtripledtheirproductionandyieldwithsubsequentincreaseinincome.• Pilotprojectreadyforscaling-upandreplicatingelsewhere.

SOUTHERN AFRICA AGRICULTURE

Focusonremovingthebarrierstoregionalagricultureandthemobilisationofprivatesectoranddonorresourcesintheimplementationofinterventions.

• PlatformhasbeenlaunchedandestablishedinMozambique,ZambiaandMalawi.• ThematicworkinggroupshavebeensetinSouthAfrica,Mozambique,ZambiaandMalawi.• Adiscussionforumhasbeensetuptoallowregionalworkinggroupstointeractandsharebest

practicesaswellascoordinateinter-countryagricultureefforts.

AGRICULTURE PROJECT PREPARATION

Focusonbridgingthegapidentifiedbetweenprojectinceptionandprojectbankabilityforagricultureprojects.

• Preliminaryparametershavebeendevelopedtogetherwithanoperatingmodel.• Currentlyengagingprivatesectorparticipants,donoragenciesandDFI’sinfundingtheinitiative.

• RtBsourcesfundingfromWilliamandFloraHewlettFoundationtoconceptu-aliseRtB

• RtBsecuresmatchinggrantfundingfromuSAID

• RtBlaunchesTanzaniaandMozambiqueprojects

MARCH• NBFincorporates

RtBunderNBFAgricultureDesk

JUNE• RtBhostsregional

SAADPPforum• RtBannouncesAPPF• SAADPPonlineforum

goeslive• RtBlaunchesSAADPP

brochure• RtBconcludespilot

projectsinMozambique

OCTOBER• RtBlaunchesSAADPPin

Malawi

MAY• RtBlaunchesSAADPPin

MozambiqueAUGUST• RtBlaunchesSAADPPin

Zambia

NOVEMBER 2013• RtBhostsinaugural

SAADPPworkshop

JUNE• RtBreleasepromovideo

ofsuccessfulprojects

2010 -11 20132012 - 13

20142014 2015

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DEVELOPMENT PARTNERSHIP PLATFORM:

FACILITY(APPF):

ENTREPRENEURSHIP DEVELOPMENT:

NEPAD THEMES

CLIMATE CHANGE AND NATURAL RESOURCE MANAGEMENT

Toensuresustainable,efficientandequitablesupplyandaccesstowaterinSouthAfrica.

Todeveloppartnershipsbetweenpublicsector,privatesectorandcivilsociety,workingtoclosea17%gapbetweenwatersupplyanddemandanticipatedby2030inSouthAfrica.

SWPN VISION

SWPN MISSION

TheSWPNoperatesinresponsetoaspecificchallengeinSouthAfrica.OutlinedintheSWPN’smandateistheprogramme’scountryfocuswhichbringstogetherbusinessesandgovernmenttotacklewaterchallengesinthecountry.

ThoughtheSWPNisacountryspecificprogrammewithprojectslimitedtoSouthAfrica,itsbestpracticesaresharedandadoptedgloballyandinotherAfricancountries.

SWPN AFRICA FOOTPRINT

SWPN Current projects

Climatechangeandadeterioratingenvironmentisakeychallengetosustainability,bio-diversity,foodsecurityandstabilityacrossAfrica.Pollution,deterioratingsoilquality,desertificationandpoorairqualityarethreateningthelivesandfuturesofallofthecontinent’speople.

TheClimateChangeandNaturalResourceManagementprogrammewithinNEPADworkstobringtogetherallrelevantregionalandcontinentalplayerstocoordinate,shareknowledgeandencourageoneanotherinaddressingthethreatofclimatechange.underthisprogramme,theNEPADAgencyprogrammeplaysaco-ordinatingandadvocacyroletopromoteregionalandnationalprogrammesaimedatcounteractingtheseenvironmentalthreats.

TheNBF’sClimateChangeandNaturalResourceManagementthematicprogrammeistheStrategicWaterPartnersNetwork(SWPN)ofSouthAfrica.TheSWPNisanactivegroupofprivatesectorcompanies,governmentandotherstakeholders,committedtodeliveringwaterprojectsthatreducethewaterdemand-supplygap.

ObjectivesoftheSWPNaretoreducethewatergapby2030through:• Reducingwaterwastage;• Improvingwateruseefficiency;• Reducingpollution;and• Treatingpollutedwater.

Sharing best practices

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SWPN TIMELINE

PROJECT PROGRESS AND UPDATE

EFFLUENT AND WASTE WATER

Focusedoncoordinatingprivateandpublicsectorplayerstooptimisetheutilisationoftreatedeffluentandwastewater.

PROJECT: Mine Water Project – Phase 2• CatchmentInterventionFrameworkhasbeenapproved.• Optionsanalysisuptopre-feasibilityphaseforprioritycollaborativeinterventionscompleted.• Coordinatingbodystructuremodelanalysisincludingtimeframesfordevelopmentand

implementationhasbeencompleted.• TheworkinggroupisdevelopingabusinessplanfortheCoordinatingBodyforphase2.

AGRICULTURAL SUPPLY CHAIN WORKING

Focusondevelopingsolutionstowateruseefficiencyinirrigationandwaysofunlockingfinanceforirrigationschemeupgradesandtransformation.

PROJECT:VaalhartsIrrigationSchemeUpgrade• PresidentialInfrastructureCoordinatingCommission(PICC)formallychargedwithdevelopinga

businesscaseforupgradingofthescheme.• NationalAgriculturalMarketingCouncil(NAMC)appointedbyPICCtoleadVaalhartsproject.• SWPNsupportingNAMCtodevelopbusinesscaseandtermsofreference.

PROJECT:WaterAdministrationSystem• ProjectSteeringCommitteeshavebeenestablishedforallfourirrigationschemes.• Measuringgaugeshavebeenputinplaceandprogressreportshavebeenreceivedwithan

analysisofwateruseandloss.

WATER USE EFFICIENCY AND LEAKAGE

Focusedondevelopingsolutionsforreducingwaterlossesinmunicipal,industrialandagriculturewatersystems.

PROJECT: No Drop Programme Phase 2• AdoptedintoSAregulatoryframework.• MunicipalitieshavebeenassessedusingthreemostessentialKeyPerformanceAreas(KPAs)ofthe

‘NoDrop’scorecard.• Alleightmetropolitanmunicipalitieshavebeenauditedagainstthefull‘NoDrop’scorecardwith

sevenKPAs.• DatareceivedfrommunicipalassessmenttobeincludedintheBlueDropReport2014underthe

‘NoDrop’section.

PROJECT: Model Performance Based Contract• Modelcontracthasbeencompleted.• SWPN,GIZandSALGAjointlylaunchedthePerformanceBasedContractinMarch2015.

• Exploratoryworkshopforsolutionstowater

• MinisterMolewarequestsWEFWaterInitiativetocatalysetheSWPNPartnership

• DeclarationofpartnershipbetweenDWSandWRGatWEFAfricaSummit

• SWPNStrategyRefreshSessionheld

• PerformanceBasedContractwithSALocalGovernmentAssociation(SALGA)launched

• Ongoingprojectdevelopmentandimplementation

OCTOBER• Strategicplanningmeetings

withMinisterofDWSandkeystakeholders

JANUARY • Implementationoffirstwaveof

nationalimpactprojectsOCTOBER• Adoptionof‘NoDrop’

programmeasnationalpolicyatannualSAWaterConference

JANUARY - APRIL• ThematicWorkingGroups

(TWG’s)establishedMAY - AUGUST• TWGsconsiderinterven-

tionoptionsSEPTEMBER - NOVEMBER• TWGscommenceproject

preparation

AUGUST• EstablishmentofSWPN

SecretariatNOVEMBER• SWPNislaunched

JUNE - DECEMBER• ‘NoDrop’phase2and

‘WaterAdministrationSystem’programmesunderway

2010 -11 20122011 2013

2014 20152014 2015

• Continuingimplementationofcurrentprojectsanddevelopmentofpipelineprojects

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MANAGEMENT WORKING GROUP:

GROUP:

REDUCTION WORKING GROUP:

NEPAD THEMES

ECONOMIC AND CORPORATE GOVERNANCE

ToseeAfricaasacontinentcommittedtoeffectivecorporategovernanceandethicalleadership.

TodeveloptheinstitutionalcapacityofACGNmembersforenhancingeffectivecorporategovernancepracticestowardsbuildingbetterprivateandpublicsectororganisationsandcorporatecitizensinAfrica.

ACGN VISION

ACGN MISSION

TheACGNhasastrongAfricanpresencewithamembershipbaseofInstituteofDirectororganisationfrom17Africancountries.TheACGNrepresentsover16,000directorsandseniorexecutivesacrossthecontinent.Intheshortterm,theACGNistargetingnewmemberswhichincludeSenegal,NamibiaandBotswana.

ACGN AFRICA FOOTPRINT

ACGN Current projectsActively seeking opportunities

ThedeliveryofhighqualityprogrammesandprojectstopromoteAfrica’sdevelopmentandregionalintegrationcanonlyberealisedinanenvironmentthatpermitsgoodeconomicandcorporategovernance.Inordertoassistinachievingcollectivedevelopmentingovernance,theAfricanunionchampionstheAfricanPeerReviewMechanism,whichencompassesthisNEPADtheme.

TheNBFistheprogrammemanagementunitoftheAfrican Corporate Governance Network (ACGN),whichisacollaborativenetworkofdirectormembershiporganisationsthatpromoteeffectivecorporategovernanceacrossAfrica.

TheACGNhascreatedanetworkoforganisationswhosecombinedeffortsandprogrammesareacceleratingthecreationofaclimateofprogressivecorporategovernanceacrossthecontinent.

TheAfricanCorporateGovernanceNetworkwillimprovecorporategovernanceinmembercountries,therebyreducingrisksandimprovingtheinvestmentclimateinAfrica.

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ACGN TIMELINE

PROJECT PROGRESS AND UPDATE

TheACGNcontinuestoestablishitselfasanimportantandemergingAfricaninstitutionforcorporategovernance.Theimportanceoftheworkitisundertakingcannotbeunderstated.Thecontinentneedstocreatemechanismstoabidebygoodcorporategovernancestandardsandethicalleadership.Thiswouldimproveinvestorconfidenceacrossthecontinentandthebusinessethicsenvironment.

Intheyearunderreview,theACGNhasdevelopedpartnershipswiththeIFC,Webber-Wentzel,EY,ACCA,FITCNigeria,EthicsInstituteofSouthAfrica,ICSAuganda,AfricaMatters,AfricanSecuritiesExchangeAssociationandtheSocietyforCorporateGovernanceNigeria.Thesepartnershipsareexpectedtoenrichin-countryandregionalcorporategovernanceandethicsinitiatives.Intheshort-term,theACGNintendstoexpanditsmembershipwithcountriessuchasSenegal,Botswana,Seychelles,Namibia,Togo,Benin,BurkinaFasoandNiger.

ADVOCACY AND RESEARCH:Focusedon‘bestpractice’researchforAfricatoadvocategoodgovernanceacrossthecontinent.

• ACGNwebsitedevelopedandlaunched.• ResearchreportonthestateofcorporategovernanceinACGNmembercountries,duetolaunchinFebruary2016.

• Researchonfacilitationfeesandanti-corruptioninAfrica.

CAPACITY BUILDING AND MEMBERSHIP:Focusedonimprovingcorporategovernanceatbothaninstitutionalandindividuallevelthroughcapacitybuildingandexpandednetwork.

• ExpandingnetworkofACGNmembers.• Completedcapacitybuildingworkshopsthatincludeeffectiveinstitutions,train-the-trainer,financialmanagementandboardevaluations.

COLLABORATION AND FUNDING:Focuseddevelopingastrongernetworkofimplementingpartnerswithadequatesupport.

• Expandingnetworkofaffiliatemembersandcollaborators.• Sharingoftoolsandbestpractices.• Stakeholderengagementandmapping.• FundraisingforACGNSecretariat.

• TheNBF,theMauritiusInstituteofDirectors(MIOD)andtheInstituteofDirectorsSouthernAfrica(IODSA)jointlyspearheadtheset-upofACGN

FEBRUARY• ACGNmeetingheld

inLusaka,Zambia,hostedbytheInstituteofDirectorsZambia.

FEBRUARY• ACGNmeetingheldinNairobi,

Kenya,hostedbytheInstituteofDirectorsKenya

JULY• ACGNmeetingheldin

DaresSalaam,Tanzania,hostedbytheInstituteofDirectorsTanzaniatogetherwithinstitutionalcapacitybuildingworkshophostedbytheIFC

OCTOBER• OfficiallaunchoftheACGN,

adoptionofACGNConstitutionandfirstExecutiveCommitteemeeting

JUNE • Followupmeetingheldin

Harare,Zimbabwe

JANUARY • ACGNinauguralmeeting

heldinJohannesburg,SouthAfrica

NOVEMBER• ACGNtrainingof

trainersworkshopheldinJohannesburgsupportedbyIFC

2012 20132013 2013

2014 20152014 2015

JULY• ACGNmeetingheldinLagos,

Nigeria,hostedbytheInstituteofDirectorsNigeria

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NEPAD THEMES

ToequiptheAfricanpeoplewithskills,knowledgeandexpertisethatwillenablethemtobecomemoreproductivecitizenswithimpactfulcontributiontotheircommunitiesaswellasnationalandregionaleconomies.

EveryNBFprogrammeandprojecthasabuilt-incomponentofeitherhumandevelopmentthroughsupportandempowermentorcapacitybuildingthroughskillstransferandtraining.

TheAfri-IDincorporatesthegoalofhumandevelopmentbyensuringincreasedlocalcontentinregionalinfrastructureprojectsandthroughthetransferofskills.

TheRtBprogrammehasempoweredwomeninagriculture,transferredentrepreneurialskillstotheyouth,builtinstitutionalcapacityofaninvestmentpromotionagencyandprovidedtrainingtofarmers.

AkeypriorityforNEPADandoneofthefiveNBFthematicareasisHumanDevelopmentandCapacityBuilding.TheprimaryobjectiveofNEPADistoworktowardsgreatereconomicgrowthandpovertyreductioninAfricathroughthecreationoflinkagesintheareasofhumandevelopmentincludingeducation,healthcareaswellasscienceandtechnology.

underthisNEPADtheme,theNBFbelievesthatcapacitybuildingandhumandevelopmentisacross-cuttingcomponentoftheotherfourthematicareaswhichisembeddedintheirimplementation.Intheexecutionofprojectsandprogrammesininfrastructure,agriculture,naturalresourcemanagementandcorporategovernance,theNBFachievesthegoalsofcapacitybuildingandhumandevelopment.

HUMAN DEVELOPMENT AND CAPACITY BUILDING

THEMATIC MISSION

THEMATIC AFRICA FOOTPRINT

NBF Country OfficesNBF Projects and ProgrammesActively seeking opportunities

TheSWPNhasprojectsthatarebuildingthecapacityofSouthAfricanmetropolitanmunicipalitiessothattheymayoperatemoreeffectivelyandefficiently.

TheACGNisfocusedonbuildingtheinstitutionalcapacityofitsmembersandindirectlythecapacityofdirectorsandseniorexecutivesinordertoraisethestandardsofcorporategovernanceinAfrica.

ToseeAfricansmakethecontinentaglobaleconomicpowerhousethatutilisesitsresourcestoachievesustainablelivelihoodsforall.

THEMATIC VISION

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NEPAD THEMES

PROJECT PROGRESS AND UPDATE

AGRICULTURE PROJECT PREPARATION • Thisprojectassistsprojectdevelopersandprojectpromotersbyprovidingskillsandexpertisethatwilltakethemthroughalltheprojectstagesfromthedevelopmentphasetothebankabilityphase.

SOUTHERN AFRICA AGRICULTURE • This project is developing rural and smallholder farmers and linking them to commercial valuechains.

ANGONIA SOYA BEAN PROJECT: • ThisprojectassistedtheAngoniaFarmersAssociationsoyabeanfarmersinMozambiquetoscale-uptheirproductionthroughtheprovisionoftrainingontheeffectiveuseofanimaltractionequipment,goodfarmingpracticeonweeding,fertilizationandpostharvestlosses.

ISPM SUPPLY CHAIN ENTREPRENEURSHIP • This project developed an agriculture entrepreneurship curriculumwhich provides students theopportunitytointernwithlocalagribusinessaspartofamentorshipprogramme.

CEPAGRI INFORMATION DESK: • ThisprojectprovidedtheCEPAGRIinformationdeskwithcomputers,softwareandtraining,tobuildthecapacityofMozambique’sagricultureinvestmentinformationrepositoryhub.

FDC RURAL WOMEN DEVELOPMENT: • Thisprogrammeembodieswomenempowerment inruralagriculture.TheNBFalsoassistedtheruralwomenwithtrainingonhowtoformcooperativesintheircommunitiesallowingthemtocre-ateasupportbaseforthemselvesthroughcollaborativeefforts.

WATER USE EFFICIENCY AND LEAKAGE • Thisprojectinvolvesthebuildingofmunicipalcapacityinthemanagementofwaterlossthroughleakagereduction.

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DEVELOPMENT PARTNERSHIP

FACILITY:

DEVELOPMENT:

REDUCTION:

PLATFORM:

THE NBF IS A DYNAMIC ORGANISATION WHICH IS cONTiNUOUSly INNOVATING

ITS APPROACH TO ACHIEVING

THE NEPAD GOALS

BUSINESSACTIONAGAINSTXENOPHOBIA(BAAX)PLATFORM

FollowingthexenophobicattacksinsomepartsofSouthAfricainMarchandAprilof2015,theNBFinpartnershipwiththeAfricanLeadershipInitiative(ALI),BrandSouthAfrica(BrandSA)andtheSouthAfricanRedCrossSociety(SARCS)hosteda‘BusinessActionAgainstXenophobia’(BAAX)ForumatNedbank.

Thepurposeofthisforumwastoconvenethepublicandprivatesectorinordertolookatboththesymptomsandtherootcausesofthexenophobicattacks.Thisinsightgainedfromtheforumledtothedevelopmentandadoptionofamulti-stakeholderactionplan,designedtoensurecontinuedbusinessoperationsinAfricawhilesimultaneouslyinitiatingstepstorepairthesocialandeconomicdamagesufferedfromtheattacks.

BAAX Platform Objectives:

AFRICA INVESTMENT AND INTEGRATION DESK (AVID)

Earlythisyear,theNBFannouncedthedevelopmentoftheAfricaInvestmentandIntegrationDesk(AVID).TheAVID’smissionwillbetocoordinatefinanceandinvestmentcommunitiestoworktogethertodevelopjointandinnovativefinancingoptionsforvariousstrategicAfricanprojectsacrossallindustrysectors.Thedeskwillprovidethefinancial,administrative,andlogisticalfoundationfordrivingtheimplementationofAVIDasthemarketingandbrandingofthedeskcontinuesinordertogrowitsmembershipbaseandincreasebuy-inandparticipationfromstakeholders.

Thedeskwilloperatethroughathree-tiersystemcomprisingof(i)‘InsideTrack’whichwillfocusontheoriginationofbankableAfricaninvestmentopportunitiesaswellastheorganisationofperiodicinvitation-onlyeventsandtrademissionstoidentifyandunderstandAfricaninvestmentopportunitiesindefinedprioritycountriesandsectors;(ii)‘DealVault’whichwillofferasuiteofvalue-addedservicesaimedatremovingbarrierstoinvestmentandcoordinatingtheAfricanfinancialandinvestmentcommunitytoprovideanAfricanresponsetoAfricanopportunities;and(iii)‘BespokeServices’whichwillprovideservicestoAVIDmembersonacustomised,fee-payingbasis,insupportforprivatesectormembers’individualcommercialinterests.

CONTINUOUS INNOVATION

• ToidentifyandaddresstherootcausesofxenophobiainSouthAfricaandAfricaatlarge;

• TosystematicallyweedoutandredressstructuralchallengesthatnurturethetriggersofxenophobiainSouthAfrica;

• Toidentify,catalogueandcategoriseallanti-xenophobiaactivitiesandcreatealinkagebetweenindividualsandorganisationsworkingonsimilarinitiatives;

• Seekoutsynergiesacrossallinitiativesthatareworkingtoaddressxenophobiaonanational,regionalandcontinentallevel;

• Growthecriticalmassrequiredtoinducesocialandeconomictransformationonanationallevel;and

• Lobbyforgovernmentinputandinterventiononbehalfofthecollective(i.e.participantsontheBAAXplatform).

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NEW INITIATIVES

NBF AGRICULTURE DESK

Sinceinception,theNBFhasbeenhighlyactiveindevelopmentalinterventionsintheagriculturesectorwithinSouthernAfrica.WiththefinalisationofpilotprojectsfundedbytheHewlettFoundation,theuNDPanduSAID,theNBFwillbeundertakingamoreambitiousprivate-sectorledapproachtoAfricanagriculture.

ThesuccessfulagricultureprogrammebrandsofRemovingtheBarriersinAgriculture(RtB)andtheSouthernAfricanAgricultureDevelopmentPartnershipPlatform(SAADPP)willbeexpandingtheirscopebygoingbeyondtheinitialfocuscountriestohavealargerfootprintinAfrica.

BuildingonthelessonslearntandtheexperiencegainedinimplementingagriculturedevelopmentprojectsalongtheBeiraCorridor,theisintheprocessofdevelopinganNBFAgricultureDesktoreplicatethepilotprojectsimplementedacrossthecontinentandadapttosuittheneedsofeachcountryoffocus.

ThroughprivatesectorsupportandleveragingoffNBF’spoliticalcapital,theNBFenvisionsthismuchlargerandbroaderinitiativetoincreasethesupportthecurrentprogrammeswereofferingtotheNEPADAgencyandAu’sCAADPframework.

NBF ETHIOPIA OFFICE

InJuly2015,theNBFembarkedonamissiontoAddisAbabatorallysupportfromtheprivateandpublicsectoraroundthesettingupofitsofficeinEthiopia.

TheEthiopiaoffice,whileguidedbythecoreNBFstrategy,willprimarilybefocusedonbeingthecatalystforNEPADandAu-relatedbusinessopportunities;andcoordinatingsustainableprojectspositionedtoturnintoviableenterprisesthroughthesupportofourlocalimplementingpartner.

Itisenvisionedthatthismovewillallowthecontinentalroll-outoftheNBF’ssuccessfulinterventionsinlinewiththeNEPADfocusareasandwillseeascaling-upandreplicationofthecurrentprogrammesandprojectsininfrastructure,agriculture,corporategovernance,capacitybuilding,investmentandintegrationtogetherwithafocusonpotentialnewareasthatincludeentrepreneurshipdevelopmentandICT.

TheNBFanticipatesthattheEthiopiaofficewillactasananchorforNBFactivitiesintheregionwhichwillenabletheorganisationtofacilitatesuccessfulinter-continentalandregionaltradeandinvestment.

NEW INITIATIVES

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NBF EVENTSFORUMS

SEMiNARS

NEPAD INITIATIVE

ACCELERATEDINFRASTRUCTUREDEVELOPMENTIN

AFRICA

MECHANISINGRuRAL

AGRICULTUREINAFRICA

REGIONALINTEGRATION

AND INTRA-AFRICA

TRADE

AFRICAAGENDA

2063

PPP’s

SKILLSTRANSFER

AFRICANGOVERNANCE

RESOURCEMOBILISATION

LOCAL CONTENT

GDP GROWTH

PLATFORMS

THENBF-dtiSEMINARS

TheSouthAfricaDepartmentofTradeandIndustry(dti)andNBF,hostedaninformationseminarthemed“PromotingGoodCorporateGovernanceinSouthAfrica,theRegionandtheContinent”on27March2015.TheobjectivewastodiscussthevariousinitiativesaimedatpromotinggoodCorporateCitizenshipinAfrica.Theseminaralsoaimedtofurtherenhanceco-operationbetweenprivateandpublicsectoroncorporategovernanceprogrammesandinitiativesacrossthecontinent.

Themespresentedanddiscussedincluded:•TheAfricanPeerReviewMechanism,withaparticularemphasisontheCorporateGovernancePillarandtheroadmapforSouthAfrica’ssecondgenerationreview;

•TheAfricanCorporateGovernanceNetwork(ACGN);•TheGuidelinesforGoodBusinessPracticeforSouthAfricanbusinessoperatinginAfrica;

•TheKingIVReport;and•TheCompaniesActof2008.

SECOND PUBLIC-PRIVATE DIALOGUE ON INFRASTRUCTURE PROJECTS

TheNBFpartnershipwiththeSADC-PPPNetworkhostedthesecond‘Public-PrivateDialogueForumonInfrastructureProjects’on17and18March2015inRosebank.Theproject-focusedannualForumbringstogetherpublicandprivatesectorprojectowners,financiersandprojectpromotersfromtheSouthernAfricaregion,withthepurposeofengagingkeystakeholdersonhowtoacceleratetheimplementationofinfrastructureprojectsthroughbetterpartnering.

DesignedmuchliketheinauguralPublic-PrivateDialogueForumonInfrastructureProjects,thiseventoutlinedtheworkstillrequiredtoresolvepolitical,policyandtradebarrierstounblockinfrastructureprojectsaswellasprovideaperspectiveonthepriorityprojectsoftheNEPADProgrammeforInfrastructureDevelopmentinAfrica(PIDA)andtheSADCRegionalInfrastructureDevelopmentMasterPlan(RIDMP).

KeynotespeakersDr.IbrahimMayaki,CEO,NEPADAgency;RemigiousMakumbe,DirectorofInfrastructureandServices,SADCSecretariat;andStanleySubramoney,ChairmanoftheNBF,providedinsightonregionalandcontinentalinfrastructuredevelopmentplansandthestatusofsuchprojects.Theeventalsofeatureddelegatesfromacrosstheregionwhodeliveredpresentationsoninfrastructureprojects.

NBF DIALOGUE AND NETWORKING PLATFORMS

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AFRICAN LEADERS IN DIALOGUE DINNER 2014

TheNBF,theNEPADAgencyandBarclaysAfricaGrouphostedthefourthannualAfricanLeadersinDialogue(ALD)dinneronTuesday,11November2014attheMontecasinoBallroominJohannesburg,SouthAfrica.Distinguisheddelegatesinattendanceincludedover50membersoftheDiplomaticCorptoSouthAfricaconsistingofAfricanandG20Ambassadors,TradeMinistersandrepresentativesofEmbassies,SouthAfricangovernmentofficials,seniorbusinessexecutivesandmembersofthemedia.

ThethemeforthisALDdinnerwas‘Africa’sAgenda2063,a50yearroadmaptoAfrica’seconomicgrowthandintegration’wheretheAfricanunionChairperson,HerExcellency,Dr.NkosazanaDlamini-Zumadeliveredthekeynoteaddress,highlightingAfrica’splansforgrowthanddevelopmentoverthenext50years.

TheALDdinneralsohostedapan-AfricanpaneldiscussionwhichcomprisedofHerExcellency,Dr.NkosazanaDlamini-Zuma,ChairpersonoftheAfricanunion;Dr.IbrahimMayaki,CEOoftheNEPADAgency;HisExcellency,BeneM’Poko,AmbassadoroftheDemocraticRepublicofCongoandtheDeanofAmbassadorstoSouthAfrica;Mr.StanleySubramoney,DeputyCEOofPwCSouthernAfricaandNBFChairman;Ms.MizingaMelu,ExecutiveDirector:RegionalManagement,BarclaysAfrica;Mr.MichaelO’BrienOnyeka,ExecutiveDirector,GreenpeaceAfrica;andMr.LawrenceNdambukiMuli,ProgrammesandPolicyAdvisor,AfricanObservatoryforPolicyPracticeandYouthStudies.

PLATFORMS

NEDBANK-NBF NETWORKING FORUMS 2014-2015

TheNedbankGroupandtheNBFcontinuehostingthehigh-levelbusinessinteractionplatform,theNedbank-NBFNetworkingForum.

May2015:‘Africa’s2015EconomicOutlook’,whereMr.IsaacMatshego,Nedbank’sleadEconomist,provideddelegateswitharefreshinginsightintoAfrica’sprimeinvestmentopportunitiesaswellasthecontinent’seconomiclandscapearounddevelopingmarkets.

October2014:‘uSA-AfricaRelations:Trade,InvestmentandDevelopmentPartnerships’withkeynotespeakers,HisExcellency,PatrickGaspard,theu.S.AmbassadortoSouthAfricaandMr.ScottEisner,theVicePresidentofAfricanAffairsandInternationalOperationsfortheuSChamberofCommerceinWashingtonD.C.,whode-liveredaddressesonwaystostrengthenandenhanceAfrica’smulti-faceteddealingswiththeuSandrespondedtoquestionsfromtheattendingdelegates.

August2014:‘understandingZambia’,hostedHisExcellency,MuyebaS.Chikonde,theHighCommissioneroftheRepublicofZambiaasthekeynotespeakerwhodeliveredanengagingandinformativepresentationonhowtoinvestintheZambianmarket.

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NEPAD YEARBOOK 2015:

The annual NEPAD Yearbook 2015 was launched at WEF Africa in June 2015. The publication themed ‘Innovation in Africa’ follows the African Union’s Africa Agenda 2063 roadmap in describing the future we want. The Yearbook features articles that outline Africa’s projected path and how stakeholders can work together to achieve Africa’s socio-economic growth.

PLATFORMS

PUBLICATIONS

AFRI-IDPPDCONFERENCEHANDBOOk:

During the second Public-Private Dialogue Forum on Infrastructure Projects, the Afri-ID shared a Conference Handbook, which outlined the Afri-ID’s objectives and its partnership with the SADC-PPP Network. The Handbook also contained regional infrastructure project fitches that the Afri-ID and SADC-PPP Network are currently implementing.

SAADPP BROCHURE:

NBF launched the SAADPP Brochure in June 2014. SAADPP is an NBF initiative in support of regional agriculture development focused on the NEPAD Agriculture and Food Security goal. This publication outlines the operation of the SAADPP mechanism and how the private sector can align its efforts to support the CAADP programme and rural farmers in southern Africa.

SWPN 2015 BROCHURE:

The third SWPN brochure was launched at WEF Africa in June 2015. The brochure continues to profile this unique public and private sector partnership in projects that ultimately aims to reduce the water volume supply-demand gap by 2030. The publication is published in partnership with the Department of Water and Sanitation, the Water Resources Group, the World Economic Forum and SWPN private sector partners.

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COMMUNITYDEVELOPMENT

CHANGE

SOCIAL IMPACT

CITIZENSHIP

SOCIAL REVIEW

TRANSFORMATION MATRIX

Male

Female

Afric

an

Indian

Coloured

White/NSA

Sub-Total

Afric

an

Indian

Coloured

White/NSA

Sub-Total

Total

Senior/TopManagement - - - - 0 1 - - 1 2 2

Professionallyqualifiedandexperiencedspecialistsandmid-management

- - - 2 2 1 - - 2 3 5

Skilledtechnicalandacademicallyqualifiedworkers,juniormanagement,supervisors,foremenandsuper-intendants

- - - 1 1 2 - - 3 5 6

Total 0 0 0 3 3 4 0 0 6 10 13

Patrons,Boardandindependentcommitteemembers 2 2 1 6 11 5 0 0 0 5 16

Ourtotalnumberofpermanentstaffmembershasdecreasedby2,mostlyasaresultofthefinalizationofouruSAIDfundedagricultureprogrammeandrestructuringduringtheyear.OurtotalnumberofPatrons,Boardandindependentcommitteemembershasincreasedby1overtheyear.

Ofourtotalstaffcomplement,5staffmembersarenon-SouthAfrican,providingtheNBFwiththediversitythatweseektoachieve.NBFhavealsobeenaffordedtheservicesof2professionallyqualifiedandexperiencedstrategicadvisorswhoprovidetheirservicesonaprobonobasis,providingtheNBFwithstrategicguidanceintheoperationanddeliveryofitsmandateandprogrammes.

EMPLOYEE DEVELOPMENT

TheNBFconsidersthewell-beingofourteamtobecriticaltooursuccess.Ouremployeesenablethedeliveryofprogrammeobjectives,achievementofstrategicobjectivesandinteractionwithourstakeholders.

TheBoard,NBFmanagementteamandstaffhavecontinuedtodesignnewprojectsandfurtherdevelopothersinacollaborativemanner.ultimately,thecustodiansofthesuccessoftheorganisationareacombinationofdedicatedandinvolvedpeopleateachlayeroftheorganisation.

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SOCIAL REVIEW

COMMUNITY DEVELOPMENT

AttheheartofthevisionoftheNBFistheattainmentofsocialandeconomicdevelopmentforallAfricans.Assuch,allofourprogrammesandprojectsintegrateeconomicdevelopmentoflocalcommunitiesinasustainablemanner.

Byintegratingdevelopmentintoprogrammesandprojects,theNBFcontinuesitsrelevancetoitscommunities.

Atalocallevel,theNBFteamhavecommittedtosupporttheinitiativesofWomenAgainstRape(WAR),theWaterkloofRotaryClubandCANSAduringtheyear.Theseinitiativesaimtohaveapositiveimpactinthelivesofchildren,theelderly,womenandfamiliesinneed.

Astheorganisationhascontinuedtomakechangestoitsstructuretoadapttotheenvironment,theNBFespeciallyvaluesthiscontinuedengagementbetweenmanagementandthevariouscommitteesoftheNBF.

TheNBF’sapproachistoensurethatacoherentandconciseexecutionofitsvisionandmissionisseenthroughthestructureoftheprogrammesandmoreso,initsBoard,committeesoftheBoard,managementandstaff.

TheNBFcontinuestoholdstaff,managementandteammeetingsregularly.Thisensuresthattheorganisationsteersuniformlytowardsitsstrategicobjectivesofcreatingtangiblestakeholdervalue.

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NBF PATRONS AND BOARD OF DIRECTORS

STANLEY SUBRAMONEYCHAirMAn

NON-EXECuTIVE

MARK WILLIAMS

NON-EXECuTIVE

DR.REUELkHOZA

NON-EXECuTIVE

PATRICK KABUYA*

INDEPENDENT

GEOFF ROTHSCHILD

NON-EXECuTIVE

NTOMBIFUTHI MTOBA DEPuTYCHAIRMANNON-EXECuTIVE

PROF WISEMAN NKUHLU

NON-EXECuTIVE

KHANYISILE KWEYAMA

NON-EXECuTIVE

SEAN MURPHY

NON-EXECuTIVE

MARKGREGG-MACDONALD

NON-EXECuTIVE

ROELOF VAN TONDER

NON-EXECuTIVE

CAS COOVADIA

NON-EXECuTIVE

DR NKOSANA MOYO

PATRONOFTHENBF

GRAçA MACHEL

PATRONOFTHENBF

LYNETTE CHEN

CHIEFEXECuTIVEOFFICER

KOKO KHUMALO*

INDEPENDENT

Founder of Graça Machel Trust

3 years on board

Built Environment Professions Export

Council

Founder of MINDS (Mandela Institute

of Development Studies)

1 year on ARC

Ernst & Young

4 years on board

CEO of NEPAD Business Foundation

1 year on board

Divisional Manager Sub-Saharan Africa at Mott MacDonald

PDNA

1 year on board(Resigned 1 January

2015)

Anglo American

4 years on board

Managing Director of Eclecticcap

10 years on board

Managing Director of the

Banking Association of South Africa

1 year on board

Group Executive at Transnet SOC

10 years on board

Head of Government & International

Affairs at the JSE (Retired 31 March 2015)

10 years on board

Chairman of Nedbank (Retired 31

May 2015)& AKA Capital

4 years on board

Founder of SureNet Group

10 years on board

Deputy CEO of PwC Southern Africa (Retired 30 June

2015)

10 years on board

Chairperson of Deloitte Africa

(Retired 31 December 2014)

7 years on ARC

World Bank

Patron

OperationsandRiskCommittee

NBFBoard

AuditAndRiskCommittee

Chair

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GOVERNANCE

PRINCIPLES OF BUSINESS

TheNBFutilisesacomprehensiveframeworkofpoliciesandprocedures,systemsandinternalcontrolstomanageitsresponsibilities.Duringthefinancialyear,thestrengthofthesepolicies,systemsandinternalcontrolscontinuedtobemaintained.Itisthroughthecontinuedreinforcementofastrongethicalcodethatwecanassurestakeholdersthatourbusinessprinciplesandcorporategovernancemechanismsremainintact.

OurprocessescontinuetodisplayrequisitetransparencyandourBoard,managementandstaffsubscribetothehighestprofessionalandethicalcodefromtheirprofessionalleaningsandwithinthestructureoftheorganisation.

Thebusinessprinciplesthatguideourworkare:

Compliance with relevant laws and standardsTheNBFpursuescompliancewithrelevantlawsandstandardsrigorously,andseeksprofessionalcounselinmattersbeyondthecomprehensiveandlegalscopeofthestaffandboard.

Considering opportunities based on economic anddevelopmental impactTheNBFprioritisesopportunitiesonthebasisofeconomicviabilityandsocialimpactandstakeholdersareobligedtounderstandsuchcriteriawhenengagingwiththeNBF.

Active policy lobbying without using political tacticsTheNBFisaneutralplatformandweconsiderourfacilitationtobeforthebenefitofboththepublicandprivatesectors,thereforewerefrainfromusingpoliticaltacticstoachieveourmandate.

Maintaining open communication with relevant stakeholdersTheNBFprovidespertinentinformationtoourstakeholderstocanvasstheiractiveparticipationandinterest.

Acting with honesty, integrity and fairness in all our dealingsEmployeesandboardmembersoftheNBFareboundtoactwithhonesty,integrityandfairdealingsaspartofourethicalconductstatement.

CORPORATE GOVERNANCE STRUCTURE

Service excellenceEmployeesoftheNBFaimtoprovidethehighestlevelofserviceandthereforeendeavourtotaketimetounderstandstakeholders.

TheNBFisaNPCandamembership-basedorganisation.TheNBFistechnicallyownedbyitsactivemembersatanygiventime.Withmembershipchangingonanongoingbasis,the“ownership”structureisnotset.OurmembershavevotingrightsattheAGM,wheretheBoardiselected.TheNBFiscommittedtothehigheststandardsofcorporategovernancerelatingtoethics,professionalismandbusinessintegrity.TheBoardtakesoverallresponsibilityfortheNBFwhileitsoperationsarefurtheroverseenbyanOperationsCommitteeandtheAuditandRiskCommitteeoverseestheorganisation’sinternalcontrols,financialreportingandriskframework.Thesesub-committeesoftheBoardprovidecontinuingleadershiptotheNBFmanagementasitundertakesac-tivitiesinthebestinterestofallstakeholders.

Entrenchedinourpoliciesandproceduresareprinciplesofethicsandprofessionalism,includingtenetssuchasintegrityandserviceexcellencetowhichallemployeesarebound.

PATRONS

TheNBFissupportedbytwoPatronswhoarenon-membersandarebothwellrespectedindividualssharingourmissionofpromotingsustainableeconomicdevelopmentinAfricathroughtheprivatesector.OurPatronslendtheirsupportandexpertiseinthedevelopmentofourmissionandvisiontoachievetheNBFstrategicobjectives.

NBF MEMBERS

OPERATIONS COMMITTEE

BOARD OF DIRECTORS

AUDIT & RISKCOMMITTEE

GOVERNANCE

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NBF MANAGEMENT & STAFF

GOVERNANCE

Dr.NkosanaMoyoisthefounderoftheMandelaInstituteforDevelopmentStudies(MINDS),formerMinisterofTradeinZimbabweandformerDeputyPresidentoftheAfricanDevelopmentBank.HisvastexperienceinthedevelopmentofAfricaandhiscommitmenttoavisionofafullyeconomicallyintegratedAfrica,allowshimtoprovidetheNBFwithwisdom,guidanceandstrategicinputtoensuretheNBFdeliversitsobjectivesofaneconomicallyandsociallydevelopedcontinent.

MamaGraçaMachel’spassionforsocialdevelopmentinAfricahasincreasedthevisibilityoftheinstitutiontonewstakeholders.HercontinuedpersonalcontributiontotheNBFandourworkinprovidingsupporttoruralwomenfarmersinMozambique,isatestimonyofherlongstandingcommitmenttothedevelopmentofwomeninAfrica.

TheNBFhasaunitaryBoardthatconsistsofatotaloftwelvedirectors–elevennon-executivesandoneexecutivedirector.Inadditiontothesetwelvedirectors,theNBFhastwoindependentmembersoftheAuditandRiskCommittee(ARC);onebeingitschairperson.

DIRECTORS

AnareaofimprovementidentifiedbyourBoardisthesuccessionplanningandpan-AfricandiversityofourBoard.WeintendtoaddressthisthroughanappropriaterevisionofourMemorandumofIncorporationaswellastheidentificationandsubsequentnominationofBoardmembersthatrepresentthediversityacrosstheconti-nentthatweseektoachievetoaddressourstrategy.

DuringtheyearKhanyisileKweyamaofAngloAmerican,resignedfromherroleasdirector.Asaresult,theNBFarelookingtoreplacevacanciesattheAGMofAugust2015.Thedirectorsoffertheirexpertiseonapro-bonobasis.

INDEPENDENT ADVICE

TheBoardrecognisesthattheremaybeoccasionswheredirectorsconsideritnecessarytoobtainindependentprofessionaladvice.ThisisdoneattheNBF’sexpenseorwithpro-bonoassistancefromhighlyqualifiedexternalpartiescommissionedbytheOperationsCommittee.

BOARD STRUCTURE

BOARD MEETINGS

TheBoardholdsaminimumofthreemeetingsperyear.FourmeetingsoftheBoardwereheldintheperiodunderreview.

AllcommitteesoperateunderBoard-approvedtermsofreference,whichareupdatedfromtimetotimetokeeppacewithorganisationaldynamicsandorganisationalbestpractice.

OPERATIONS COMMITTEE

Duringtheperiodunderreview,theOperationsCommittee(OPSCO)comprisedtheChairperson,theChiefExecutiveOfficer(CEO)andfourNon-ExecutiveDirectors.AspecialpermanentinvitationwasgrantedtotheFinancialandOperationsController.

OPSCOmeetsmonthly,exceptovertheDecember/Januarybreak,anditsresponsibilitiesareto:• managetheNBF’soperations;• developstrategyandpolicyproposals;• directseniormanagementandemployees;• implementandmonitorpolicies,proceduresand

internalcontrols;and• reviewandadviseprogrammesandprojectsbeing

designedandimplementedbyProgrammeHeads.

AUDIT AND RISK COMMITTEE

Duringtheyearunderreview,theAuditandRiskCommittee(ARC)consistedoftwoindependentmembersandtwoNon-ExecutiveDirectors.TheCEO,theFinancialandOperationsControllerandrepresentativesfromtheexternalandinternalauditorsattendthecommitteemeetingsbyinvitationonly.TheexternalandinternalauditorshaveunrestrictedaccesstotheARC.

TheARCmeetsatleastbi-annuallyanditsresponsibilitiesareto:•overseetheexistenceandeffectivenessofinternalcontrolsandriskmanagementprocesses;

•reviewandexamineauditedfinancialstatementspriortosubmissionandapprovalbytheBoardincludingauditedFundAccountabilityStatementstoensurecompliancewithallapplicablelegalrequirementsandstandards;

BOARD COMMITTEES

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•provideoversighttointernalfinancialcontrolsandexternalandinternalauditfunctions;and

•guideandensurestatutoryandregulatorycompliance.

TheARCwassatisfiedthatadequateinternalcontrolsandriskmitigatingmeasuresweremaintainedduringtheyear.Inaddition,theARCwassatisfiedwiththeauditworkperformedbytheindependentexternalauditors,KPMGInc.

Managementadoptsinternalcontrolsincludingpolicies,proceduresandprocessestoprovidereasonableassuranceinsafeguardingassets,theaccuracyandcompletenessofaccountingrecords,andthereliabilityoffinancialstatements.

TheBoardisresponsiblefortheprocessofriskmanagementwhichincorporatesinternalcontrolandauditandhasdelegateditsoverallresponsibilitytotheARC.TheARCassiststheBoardinfulfillingitsresponsibilitiesbyregularlymonitoringdecisionsandprocessesdesignedtoensuretheintegrityoffinancialreportingandsoundsystemsofinternalcontrolandriskmanagement.

NBFmaintainsacorporateriskmanagementstrategywhichcontrolsrisksassociatedwiththecompanyasawhole,itsrelationshipwithitsstakeholdersandthemanagementofnewandexistingbusinessrelationships.Theresponsibilityforthecreation,maintenanceandperiodicreviewofthisriskmanagementstrategyisheldbytheexecutivemanagementofNBF.Thestrategyisreviewedonanannualbasisandchangesareratifiedwhenrequired,throughreviewbytheOPSCOandARC.

AfullriskanalysishasbeenundertakenandariskframeworkhasbeenestablishedandisregularlyupdatedandpresentedtotheOPSCOandARCfortheappropriatemitigation,actionsanddecisionstobetaken.

Thekeyrisksidentifiedwhichrequiremonitoringareasfollows:•Sustainability;•Reputational;•Financial,includinggrantcomplianceandsystems;•Operational,includinglegislativecompliance;

INTERNAL CONTROL

RISK ASSESSMENT AND MANAGEMENT

•Environmental,includingpolitical,economicandsocialimpacts;and

•Humancapital.

Theserisksarebeingaddressedinthefollowingways:• TheNBFhasputinplaceasustainabilityplanto

ensureitssustainability;• EngagementwithNBFmemberstoensurealignment

withthemembervalueproposition;• Aqualitycontrolframeworkistobedevelopedto

manageexposuretoreputationaldamage;• NBFbrandingguidelinesareinplaceanduseofthe

NBFbrandrequiressignofffromseniormanage-ment;

• Donorfundedprojectsareaccountedforonaprojectbyprojectbasisandfundsmaintainedinseparateringfencedbankaccounts;

• PreparationofmonthlymanagementaccountsforreviewbyprogrammemanagersandOPSCO;

• CompetentandexperiencedstaffingandoversightoftheNBFfinancefunction;

• NBFhavesecuredtheservicesofexternallegaladvisorswhoareconsultedwithtoensurelegislativecompliance;

• Competentprogrammemanagersareemployedtomanagespecificprogrammeobjectives,directionanddeliverables;

• Strategicstakeholderengagementwithkeyregionalandpan-AfricanorganisationsthroughMOu’sandregularinteraction;

• BoardsuccessionplanidentifiedasapriorityareabytheBoardwithstepsbeingimplementedtoaddressthis;and

• Staffingneedsareidentifiedataprogrammelevelandtakenintoaccountwhendevelopingtheworkplanandbudget.

CONFLICT OF INTEREST

TheNBFhasinplace,aconflictofinterestpolicytowhichbothemployeesandDirectorsareexpectedtocomply.AllDirectorsarerequiredtodiscloseanyconflictsofinterestatthestartofeveryBoardorCommitteemeetingandonanannualbasis.

GOVERNANCE

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OTHER GOVERNANCE

Name Role Board Operations Audit and RiskMr. Stanley Subramoney Non-executive 4/4 9/9Ms. Futhi Mtoba Non-executive 1/4 5/9 1/2Dr. Reuel Khoza Non-executive 3/4 2/9Mr. Cas Coovadia Non-executive 2/4 2/2Mr. Geoff Rothschild Non-executive 4/4 9/9Mr. Mark Williams Non-executive 4/4 8/9Mr. Roelof van Tonder Non-executive 2/4Prof. Wiseman Nkuhlu Non-executive 1/4Ms. Khanyisile Kweyama* Non-executive 0/3Mr. Sean Murphy Non-executive 3/4Mr. Mark Gregg-MacDonald Non-executive 3/4Ms. Lynette Chen Executive 4/4 9/9 2/2Mr. Patrick Kabuya Independent ARC member 4/4 2/2Ms. Koko Khumalo** Independent ARC member 3/4 2/2

STATEMENT OF REMUNERATION PHILOSOPHY

OPSCOisresponsibleforapprovingchangestoemployees’remunerationandforpaymentofbonuses,assubmittedtothembymanagement.EmployeesarerewardedfortheircontributiontotheNBF’sperformance,basedontheirperformanceagainstannualKeyPerformanceIndicators,performanceappraisalsandtheNBF’sfinancialposition.

TheNBF’sNon-ExecutiveandIndependentDirectorsarenotremuneratedforservingontheBoardandrespectiveCommittees.

COMPANY SECRETARY

Intheyearunderreview,alldirectorshadaccesstotheadviceandservicesoftheCompanySecretary,MonicaDowie,whowasaccountabletotheBoardforensuringcompliancewithproceduresandapplicablestatutesandregulations.FortheBoardtofunctioneffectively,alldirectorsrequirefullandtimelyaccesstoinformationthathelpsthemdotheirdutiesproperly.

ThemosturgentandtimelyinformationisprovidedatregularOPSCOmeetings.

BOARD AND COMMITTEE MEETING ATTENDANCE

* Resigned 1 January 2015** Appointed 1 May 2014

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GOVERNANCE

TRANSFORMATION

SUSTAINABILITY

REVENUE STREAMS

GROWTH EXPANSION

2015 R

411 138 297 157 25 068 88 913

8 542 030 425 549

-

757 803 7 358 678

8 953 168

0

3 808 610

30 000

5 114 558 342 501

1 027 448

954 255 736 995 17 068

1 458 132 578 159

08 953 168

2014R

1221296253659593-

1141624297121

359021009173

10274046

11538371

0

3573161

210000

7755210364667

-

3675032586806

-33692881066946

011538371

NEPADBusinessFoundation(NPC)SummaryStatementoffinancialpositionasat31

ASSETS Non-current assets Furnitureandequipment Intangibleassets Tradeandotherreceivables Current assets Tradeandotherreceivables Grantsreceivable -MOZuNDP -uSAIDCashandcashequivalents Total assets FUNDS AND LIABILITIES Funds Accumulatedsurplus Liabilities Non-currentliabilities Subscriptionsandplatinumsubscriptions Currentliabilities Subscriptionsreceivedinadvance Grantsreceivedinadvance -SWPNIFC -SWPNMembers -SWPNGIZ -ACGN -Afri-IDTradeandotherpayables TotalFundsandLiabilities

____________________ ____________________

FINANCIAL REVIEW

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FINANCIAL

March 2015

EXPANSION

2015 R

5 721 984 (5997335)(275351)

4 834 146 (4834146)

-

- - -

- - -

- - -

636 802 (636802)

-

1 317 998 (1317998)

-

2014R

6484215(6353444)

130771

5962007(5962007)

-

3207698(3207698)

-

79840(79840)

-

256581(256581)

-

1307050(1307050)

-

1292774(1292774)

-

____________________

____________________

____________________

____________________

____________________

____________________

____________________

____________________

____________________

____________________

____________________

____________________

____________________

____________________

FINANCIAL

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NEPADBusinessFoundation(NPC)Summary Statement of comprehensive income for the year ended 31 March 2015

NBFOperationsRevenueOperatingexpensesOperating(deficit)/surplus

USAIDgrantrelatedrevenue/(expenses)- RevenueonuSAIDgrant- Less:uSAIDgrantexpenses- NetuSAIDgrantincome

HFgrantrelatedrevenue/(expenses)- RevenueonHFgrants- Less:HFgrantexpenses- NetHFgrantincome

1MALCGIZgrantrelatedrevenue/(expenses)- Revenueon1MALCGIZgrant- Less:1MALCGIZgrantexpenses- Net1MALCGIZgrantincome

1MALCCCLgrantrelatedrevenue/(expenses)- Revenueon1MALCCCLgrant- Less:1MALCCCLgrantexpenses- Net1MALCCCLgrantincome

SWPNIFCgrantrelatedrevenue/(expenses)- RevenueonSWPNIFCgrant- Less:SWPNIFCgrantexpenses- NetSWPNIFCgrantincome

SWPNMembersgrantrelatedrevenue/(expenses)- RevenueonSWPNMembersgrant- Less:SWPNMembersgrantexpenses- NetSWPNMembersgrantincome

FINANCIAL

2015 R

1 849 811 (1849811)

-

- - -

70 429 (70429)

-

100 237 (100237)

-

5 247 096 (5247096)

-

510 800

235 449

2014R

655(655)-

112688(112688)

-

919938(919938)

-

122399(122399)

-

2198085(2198085)

-

141971

272742

____________________

____________________

____________________

____________________

____________________

____________________

____________________

____________________

____________________

____________________

____________________

____________________

NEPADBusinessFoundation(NPC)SummaryStatementofcomprehensiveincome(counted)fortheyearended31March2015

SWPNGIZgrantrelatedrevenue/(expenses)- RevenueonSWPNGIZgrant- Less:SWPNGIZgrantexpenses- NetSWPNGIZgrantincome

AngoniaGIZgrantrevenue/(expenses)- RevenueonGIZgrant- Less:GIZgrantexpenses- NetGIZgrantincome

AngoniaUNDPgrantrevenue/(expenses)- RevenueonuNDPgrant- Less:uNDPgrantexpenses- NetuNDPgrantincome

ACGNSponsorsgrantrevenue/(expenses)- RevenueonSponsorsgrant- Less:Sponsorsgrantexpenses- NetACGNgrantincome

Afri-IDgrantrevenue/(expenses)- RevenueonAfri-IDgrant- Less:Afri-IDgrantexpenses- NetAfri-IDgrantincome

Finance income - Interestreceived

Surplus and comprehensive income for the year

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NEPADBusinessFoundation(NPC)Summary Statement of changes in funds for the year ended 31 March 2015

Balance at 1 April 2013

Totalcomprehensiveincomefortheyear

Balance at 31 March 2014

Balance at 1 April 2014

Totalcomprehensiveincomefortheyear

Balance at 31 March 2015

AccumulatedSurplusR

3300419

272742

3573161

3573161

235449

3808610

Total Funds

R

3 300 419

272 742

3 573 161

3 573 161

265 946

3 839 107

____________________

__________

__________

____________________

__________

__________

____________________

RESPONSIBILITY FOR THE SUMMARY FINANCIAL STATEMENTS

ThesesummaryfinancialstatementshavebeenpreparedunderthesupervisionoftheFinancialandOperationsController,MonicaDowieCA(SA).ThesefinancialstatementshavebeenextractedfromtheauditedfinancialstatementsofNEPADBusinessFoundationfortheyearended31March2015whereanunmodifiedauditopinionwasexpressed.Thedirectorstakefullresponsibilityforthepreparationofthesefinancialstatementsandwarrantthatthefinancialinformationhasbeencorrectlyextractedfromtheunderlyingauditedfinancialstatements.Acopyoftheauditedfinancialstatementswiththerelatedauditor’sreportcanbeobtainedfromtheFinancialandOperationsController/CompanySecretaryattheregisteredofficeoftheNBF.

FINANCIAL

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CONTACT INFO

MEET THE TEAM

CHIEF EXECUTIVE OFFICER

P.A.Directline:+27105961892

P.A.Email:jackie.kanusu@thenbf.co.zaNBFWebsite:http://www.nepadbusinessfoun-dation.org/

MANAGEMENT OFFICE STAFF

MARKETING AND COMMUNICATIONS COORDINATOR

Directline:+27105961899Email(s):terrence.mutuswa@thenbf.co.zaevents@thenbf.co.zastakeholders@thenbf.co.za

FINANCE AND OFFICE MANAGER

Directline:+27105961896

Email:cheryl.faias@thenbf.co.za

FINANCIAL AND OPERATIONS CONTROLLERACGN SECRETARIAT

Directline:+27105961904Email:monica.dowie@thenbf.co.zaACGNWebsite:http://www.afcgn.org/

EXECUTIVE PA TO THE CEO

Directline:+27105961892

Email:jackie.kanusu@thenbf.co.za

NBF INTERN

Directline:+27105961888

Email:naledi.mtoba@thenbf.co.za

Afri-IDWebsite:http://www.afri-id.co.za/

RECEPTIONIST

Directline:+27105961888

Email:emma.roy-aikins@thenbf.co.zainfo@thenbf.co.za

TERRENCE MUTUSWA

LYNETTECHEN

NALEDIMTOBA

EMMAROY-AIkINS

JACQUELINEKANUSU

CHERYL FAIAS

MONICA DOWIE

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CONTACT INFO

LAETITIA HABCHI Head of the Africa Infrastructure Desk(Afri-ID)

Directline:+27105961900Email:laetitia.habchi@thenbf.co.zaAfri-IDWebsite:http://www.afri-id.co.za/

PROGRAMME STAFF PROGRAMME STAFFSTRATEGIC WATER PARTNERS NETWORk(SWPN)PROGRAMME MANAGER

Directline:+27105961800

Email:zama.siqalaba@thenbf.co.za

PROJECT MANAGER AFRICA INFRASTRUCTURE DESK (AFRI-ID)

Directline:+27105961902Email:kudzanayi.bangure@thenbf.co.zaAfri-IDWebsite:http://www.afri-id.co.za/

TECHNICAL SPECIALIST AFRICA INFRASTRUCTURE DESk(AFRI-ID)

Directline:+27105961911Email:peter.varndell@thenbf.co.zaAfri-IDWebsite:http://www.afri-id.co.za/

STRATEGIC WATER PARTNERS NETWORk(SWPN)PROGRAMME ASSISTANT

Directline:+27105961893

Email:michelle.proude@thenbf.co.za

AFRICA INVESTMENT AND INTEGRATION DESk (AVID)ADVISOR

Directline:+27105961800

Email:adam.gross@thenbf.co.za

PROGRAMME ASSISTANT AFRICA INFRASTRUCTURE DESk(AFRI-ID)

Directline:+27105961910Email:patricia.malaba@thenbf.co.zaAfri-IDWebsite:http://www.afri-id.co.za/

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kUDZANAYIBANGURE

PETERVARNDELL

LAETITIAHABCHI

PAATRICIAMALABA

MICHELLEPROUDE

ZAMASIQALABA

ADAMGROSS

CONTACT INFO

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NBF SOUTH AFRICANBFregistrationnumber:2004/030488/08TuscanyOfficeParkBuildingNumberIX6CoombePlaceRivonia2128JohannesburgSouthAfrica

ContactNumber:+27(0)105961888FaxNumber:+27(0)105961889ContactEmail:info@thenbf.co.zaNBFWebsite:http://www.nepadbusinessfoundation.org/Afri-IDWebsite:http://www.afri-id.co.za/ACGNWebsite:http://www.afcgn.org/SAADPPForum:http://saadpp.nepadbusinessfoundation.org/

MOZAMBIqUEOFFICEAv.24deJulho370(op.MuseuNacionaldeGeologia)MaputoMozambique

KEY CONTACT: Francisco NhanaleTel:+258(0)21492824Fax:+258(0)21492821Email:francisco.junior@thenbf.co.za

ZAMBIAOFFICE100/655(OffLakeRoad)IbexHillLusakaZambia

KEY CONTACT:BrendaNang’ambaTel:+260(0)211262936Fax:+260(0)211262950Email:brenda.nangamba@thenbf.co.zaEmail:brenda@abf.org.zm

MALAWI OFFICENedbankHouseCityCentreLilongweMalawi

KEY CONTACT:Dr.FelixBensonLombeTel:+265(0)1775691Email:ceo@aiccafrica.orgEmail:felix@aiccafrica.org

ETHIOPIA OFFICEAddisAbabaEthiopia

KEY CONTACT: Michael HiruyTel:+251(0)912640531Email:michael.hiruy@andalem.com

COUNTRY OFFICES

CORPORATEMEMBERS

PROGRAMMESUPPORTERS

PARTNERS

STRA

TEGIC PARTNERS

CORPORATE MEMBERS

MEMBERSHIP

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FOUNDING MEMBERS

PLAT

INUM

MEMBERS

CORPORATE MEMBERS

MEMBERSHIP

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MED

IA PARTNERS

STRATEGIC

WAT

ER P

ARTN

ERS N

ETWORK OF SOUTH AFRICA PROGRAMM

E PARTNERS

AFRICAN C

ORP

ORA

TE G

OVER

NANCE NETWORK PROGRAMM

E PARTN

ERS

MEMBERSHIP

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AFRICA INFRASTRUCTURE DESK PRO

GRAMM

E PARTNERS

Thisisnotwhowesayweare...Thisiswhatotherssayweare.

NBF FACT SHEETOneofAfrica’sleadingmembershipbasedorganisationsthat

promotesdialoguebetweenthepublicandprivatesectorstofacilitateandacceleratetheimplementationofprogrammes,projectsand

initiativeswithadevelopmentalimpact.

TheSWPN-SAprovidesamandatedvehicleforpublicandprivatesectorcollaborationthatfocusesonsolutions.Thetraditional‘weandthem’attitudeisbeingaddressedandwefindgreatvalueinhonestandcommitteddeliberations.SWPNstakeholder

“

“

I have been involved with many initiatives aiming to enhance development in Africa but I personally

believe that the RtB is something new and that if there’s one initiative that will work, it’s this one

RtBstakeholder

“ “

To work with the NBF has been positive and inspiring in a lot of ways because of the dedication of the staff

and the passion of the CEO, Lynette Chen.NBFstakeholder

““

ThisisthedawnofabravenewworldforAfricaandtheroleoftheACGNistoensurethatweinstileffectivegoodCorporateGovernanceandethicalleadership.ThisistheVisionoftheACGNandallInstituteswho have signed the ACGN Constitution are committed toworktowards this vision. We will work to grow the ACGN into aneffectivenetworkforourmembers.ACGNstakeholder

“ “Congratulations on an excellent Forum

where you have had a significant number of

key infrastructure roleplayers attending.

Afr-IDstakeholder

“ “